For the public sector, which is globally the largest employer of people and repository of information, managing information and knowledge is an extremely problematic area to address. The essence of both resources is that they are intangible, their impact and value cannot be measured through traditional accounting methods, yet they are also, paradoxically, where the greatest value and potential for improvement is located.
For the public sector, which is globally the largest employer of people and repository of information, managing information and knowledge is an extremely problematic area to address. The essence of both resources is that they are intangible, their impact and value cannot be measured through traditional accounting methods, yet they are also, paradoxically, where the greatest value and potential for improvement is located.
Eileen Milner is a Principal Lecturer in Information Management at the University of North London
Inhaltsangabe
1 Introduction: defining information and knowledge 2 Developing an information policy and strategy: the foundations of information management 3 Information management strategy in action: making a 'business' case 4 Knowledge management 5 Managing information, ideas and solutions: a focus on the employee 6 ICTs as tools of IKM 7 Tension and paradox: issues of information security, ownership, access, liability and openness 8 IKM as a tool of social inclusion 9 Vision and revision: the case for IKM in the public sector
1 Introduction: defining information and knowledge 2 Developing an information policy and strategy: the foundations of information management 3 Information management strategy in action: making a 'business' case 4 Knowledge management 5 Managing information, ideas and solutions: a focus on the employee 6 ICTs as tools of IKM 7 Tension and paradox: issues of information security, ownership, access, liability and openness 8 IKM as a tool of social inclusion 9 Vision and revision: the case for IKM in the public sector
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