Download The Knowing Organization: How Organizations Use Information by Chun Wei Choo PDF

By Chun Wei Choo

Integrating new examine and examples all through, the second one variation of The understanding association hyperlinks the large parts of organizational habit and data administration. It seems to be at how businesses behave as information-seeking, information-creating, and information-using groups and introduces a unifying framework to teach how agencies create which means, wisdom, and action.The publication offers a version of ways agencies use info strategically to conform to exterior switch and to foster inner progress. This version examines how humans and teams inside corporations use info to create an identification and a shared context for motion and mirrored image; to advance new wisdom and new functions; and to make judgements that devote assets and functions to functional motion. the second one version gains new and multiplied chapters on details disasters, organizational studying, wisdom production, and information-seeking behavior.The understanding association, moment version, is perfect for graduate classes in details technological know-how, organizational habit, organizational communications, and administration details platforms.

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Extra info for The Knowing Organization: How Organizations Use Information to Construct Meaning, Create Knowledge, and Make Decisions

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Integrative research, in contrast with task-directed research that focuses on particular information activities, embraces the entire process of information seeking and use. Its scope includes understanding the situation or context leading to the recognition of information need, examining the information-seeking or retrieval activities, and analyzing the use of information for problem resolution, decision making, or sense making. The assumption is that the study of information seeking should extend into an analysis of why information needs arise and how the needs are perceived, represented, defined, and experienced.

A disruptive innovation, on the other hand, does not attempt to bring better products to established customers in existing markets. Instead, it introduces products that are not as good as those currently available but that nevertheless offer benefits that appeal to new or less-demanding customers—benefits such as being simpler to use, more convenient, less costly, and so on. When it comes to deciding about allocating resources to support innovations, sustaining and disruptive innovations interact differently with organizational values or decision premises used to make these choices.

Decision making in organizations is structured by rules, premises, and routines. Decision premises are value based or factual. Value premises specify what qualities or criteria are important in evaluating alternatives. Factual premises specify what facts are important and need to be established in a decision situation. Decision making commits the organization to a course of action. Decision making is a way of learning but also a way of not learning: decision premises and rules encode and apply past learning, but they can also block new learning.

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