A revolution in the sharing of knowledge…

Transforming e-Knowledge  
TABLE OF CONTENTS     Introduction
© SCUP 2003
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A Manifesto for the e-Knowledge Industry


Title Page
Advisory Committee

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The e-Knowledge Industry is at a formative stage in its development. Pervasive and powerful forces described in the table below are driving the emergence of e-knowledge in theory and practice. Yet even leading-edge innovators and organizations are taking fundamentally incremental steps in vision and practice. It’s time for practitioners and policy makers to make a jump shift in vision.



These potential forces provide the basis for raising expectations, elevating perspectives and mobilizing energies for the e-Knowledge Industry and for transforming the ability of organizations and individuals to create, manage, repurpose, combine and experience knowledge.

This book aims to support and articulate the need for this transformation. We endeavor to explain the meaning of these developments in terms that are clearly understandable to policy makers, organizational leaders and managers, and educators and learning/training professionals in all settings. We illustrate how this transformation will touch virtually every learning and knowledge management enterprise. The focus is on understanding the implications of these developments for the various contexts — technical, process, standards, cultural, and political — where there is interplay of knowledge management and learning. Moreover, the focus is also on both insight and concrete advice on how to accelerate individual and organizational readiness for e-knowledge. Put simply, Transforming e-Knowledge aims to be a manifesto for the emerging e-Knowledge Industry.

The table on the following two pages summarizes the topics and ideas that follow. Scan them now and revisit them as you proceed through the book.


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Forces Enabling and Stimulating the e-Knowledge Industry  

Investments in infrastructure and best practices by ‘early adopters’ of e-knowledge (e.g. associations, governmental agencies, corporations, universities) deliver results that encourage wider adoption, and also facilitate new generations of enterprise applications.

  Global enterprises increase competitiveness by developing faster ways to manage their knowledge and their strategic learning, creating tools that non-experts can use.  
  Growth in expert networks and easier, more productive participation in communities of practice push e-knowledge practices and competencies.  
  Increasing sophistication by users, who develop an appetite for services that provide significant gains in their capacity to access and assimilate knowledge.  
  Advances in Internet and intranet-based capabilities enable jump shifts in creating and accessing knowledge stores.  
  Innovations in mobile communications provide ubiquitous access to perpetual learning solutions as well as new ways to meet demands for e-commerce any place or time.  
  Insight into new and more effective ways of experiencing knowledge drives innovation.  
  Increased understanding about how to deploy international standards in ways that ensure useful return on investment (e.g. through interoperability) stimulates continued investment.  



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