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    <title>Knowledge Management</title>
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<title>NEW RULES FOR A NEW AGE</title>
<link>http://www.super-business.net/Knowledge-Management/966.html</link>
<description>
&lt;a name=&quot;583&quot; /&gt;&lt;a name=&quot;ch08lev1sec6&quot; /&gt;NEW RULES 
FOR A NEW AGE
As we were writing this chapter, we noticed an interesting 
article in the &lt;i&gt;Harvard Business Review&lt;/i&gt; entitled &lt;i&gt;&amp;#8216;IT doesn&amp;#8217;t 
matter&amp;#8217;&lt;/i&gt; (Carr, 2003). The writer suggested that IT is an infrastructure 
technology, rather than a leading edge one. This means that it ...</description>
<dc:language>en-us</dc:language>
<dc:title>NEW RULES FOR A NEW AGE</dc:title>
<dc:source>http://www.super-business.net/rss/article_view.php?articleId=966</dc:source>
<dc:rights>Copyright 2013, </dc:rights>
<dc:date>2008-03-12T00:00:00+03:00</dc:date>
<dc:type>text</dc:type>
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<title>CHANGING THE INFORMATION CULTURE</title>
<link>http://www.super-business.net/Knowledge-Management/965.html</link>
<description>
&lt;a name=&quot;579&quot; /&gt;&lt;a name=&quot;ch08lev1sec5&quot; /&gt;CHANGING 
THE INFORMATION CULTURE
One of the difficulties with implementing new IT systems is 
getting people to use them in the manner intended. There are many horror stories 
of expensive IT investments that are never fully incorporated into daily 
organizational life.
Does the introduction of technology automatically change ...</description>
<dc:language>en-us</dc:language>
<dc:title>CHANGING THE INFORMATION CULTURE</dc:title>
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<dc:rights>Copyright 2013, </dc:rights>
<dc:date>2008-03-12T00:00:00+03:00</dc:date>
<dc:type>text</dc:type>
</item>

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<title>County planning office case study</title>
<link>http://www.super-business.net/Knowledge-Management/964.html</link>
<description>



County planning office case study
The county planning department was overstretched and &amp;#8216;in 
crisis&amp;#8217;. Plans were stacking up, and a three-month delay was the normal 
experience of those submitting plans for approval. This was starting to become 
untenable, as people in the community wanted to get on with building work and ...</description>
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<dc:title>County planning office case study</dc:title>
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<dc:rights>Copyright 2013, </dc:rights>
<dc:date>2008-03-12T00:00:00+03:00</dc:date>
<dc:type>text</dc:type>
</item>

  <item rdf:about="http://www.super-business.net/Knowledge-Management/963.html">
<title>Combination approach: PROGRESS methodology</title>
<link>http://www.super-business.net/Knowledge-Management/963.html</link>
<description>&lt;a name=&quot;574&quot; /&gt;&lt;a name=&quot;ch08lev2sec9&quot; /&gt;Combination 
approach: PROGRESS methodology
The PROGRESS methodology for process improvement is also 
offered by Mumford and Beekman (1994), and brings together the principles of 
socio-technical design and the technology focus and efficiency emphasis of BPR 
(see &lt;a href=&quot;#ch08fig05&quot; class=&quot;internaljump&quot;&gt;Figure 8.5&lt;/a&gt;). Key to this method 
is the belief ...</description>
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<dc:title>Combination approach: PROGRESS methodology</dc:title>
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<dc:rights>Copyright 2013, </dc:rights>
<dc:date>2008-03-12T00:00:00+03:00</dc:date>
<dc:type>text</dc:type>
</item>

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<title>Socio-technical design</title>
<link>http://www.super-business.net/Knowledge-Management/962.html</link>
<description>
&lt;a name=&quot;571&quot; /&gt;&lt;a name=&quot;ch08lev2sec8&quot; /&gt;Socio-technical 
design
The principles of socio-technical design are concerned with 
getting a balance between:


the strategic vision of the organization;

the technology and the tasks needed to provide the product 
or service;

the needs of the staff.
This school of thought stems from a systems view of organizations, 
based in the ...</description>
<dc:language>en-us</dc:language>
<dc:title>Socio-technical design</dc:title>
<dc:source>http://www.super-business.net/rss/article_view.php?articleId=962</dc:source>
<dc:rights>Copyright 2013, </dc:rights>
<dc:date>2008-03-12T00:00:00+03:00</dc:date>
<dc:type>text</dc:type>
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