A revolution in the sharing of knowledge
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© SCUP 2003
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The most recently added reports are listed first.
Tough Times, Big Choices: Getting Value Out of Technology
The current financial crisis in higher education demands aggressive leadership, thoughtful strategies, and new sets of solutions. To achieve these ends, institutions must utilize technology effectively, even transformatively. Trustees, institutional presidents, and campus leadership teams must all acquire and demonstrate new perspectives and capabilities to deal with these new times. A key competency will be getting full value from investment in and deployment of information technology.
An Expeditionary Approach to e-Knowledge
Convergence of work and learning has been talked about for at least a decade. In parallel, the so-called “digital revolution” has enabled innovation and transformation in all settings within higher education: teaching, learning, research, support services and administration. Transformations include a complex mix of technical, organisational and cultural drivers, particularly where knowledge acquisition and its transfer and management are concerned. This paper uses the concept of “e-knowledge” to describe the rich potential at the nexus of organizational transformation stimulated by leading practices in e-learning and knowledge management. It is recognised that such terminology may be controversial given the profusion of new and short-shelf-life terminology associated with the ongoing digital revolution. With this in mind, the paper also discusses conventionally validated practices that can be applied to the challenges of new frontiers such as grid computing where technology is a powerful enabler. In short, we argue that these new frontiers demand an expeditionary approach. Such an approach explicitly recognises non-technological enablers, among them trust. A range of models are introduced that frame this central argument.
Share and Share Alike: The e-Knowledge Transformation Comes to Campus
Every year, as summer turns to fall, thousands of faculty members across the country will think about preparing a first-year calculus class. Thousands more will do the same for English literature. And most of them will not share their work. During the next year, tens of thousands of quiz questions will be written for introductory biology. Hundreds of Web sites will be developed for use by sociology classes. And virtually none will be shared.
By contrast, tomorrow, about 240 Associated Press bureaus will produce over twenty-five thousand pages of news copy. And all of it will be shared, with the author/source receiving due credit in each case. Similar stories can be told in large corporations, government agencies, professional societies, and leading-edge organizations that are practicing an "enter once, use anywhere" approach to knowledge management. What is the difference, why is it important, and what is being done about it?
American Health Information Management Association
The American Health Information Management Systems (AHIMA) motto is quality healthcare through quality information. AHIMA represents 40,000 professionals serving the information needs of the U.S. healthcare system, as manifested by managing, analyzing, and utilizing the data used in the patients record.
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