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The agility of organizations has become the critical success factor
for competitiveness in a world characterized by an accelerating
rate of change. Agility requires that companies and their employees
together and mutually dependently learn and develop their
competencies efficiently in order to improve productivity of
knowledge work. As a reaction to failures of organisation-driven
approaches to technology-enhanced learning and the success of
community-driven approaches in the spirit of Web 2.0, we have
recently seen a paradigm shift in technology support for learning
towards more participatory approaches in which learners are seen as
active contributors. Within enterprises, this new perspective
brings together traditionally separated disciplines like
e-learning, knowledge management, and human resources development,
but also requires a fundamental change of the culture of the
respective enterprise towards an enterprise 2.0, which is
characterized by enhanced collaboration and a cultural of employee
participation. These developments are at the heart of how
individuals and companies value and deal with knowledge. To make
sense it and to productively shape the change process, we need a
new conceptual framework that is both well-grounded on extensive
research and pratically relevant and proven through application in
numerous projects. The Knowledge Maturing perspective is a novel
approach that helps understanding the fundamental change, the
barriers and disruptions in knowledge development, but also shows
opportunities and gives guidance to make use of them. This book
summarizes the results of the European Research Project MATURE.
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