Organization of Islamic Knowledge by Haroon Idrees

Found two intensive research articles  on  the subject, both by by Haroon Idrees @ Academia.edu:

• Library Classification Systems and Organization of Islamic Knowledge: Current Global Scenario and Optimal Solution
• Classification of library materials on Islam: a literature survey

About Haroon Idrees: IRI, International Islamic University, Islamabad, Pakistan, and  Berlin School of Library & Information Science, Humboldt University of Berlin, Berlin, Germany.

On the same shelf:

Google's Gmail and Personal Knowledge Management: Whatz Up in 2013

Is The New Gmail Better For Users Or Marketers? By Chris Crum WebProNews

Extract:
"You can go to the gear icon, and click “Configure inbox” to set up the new style if Google hasn’t pushed it to you.
The main difference is that the new interface separates your emails into different tabs. There are tabs for: Primary, Social, Promotions, Updates and Forums. You’ll probably get the first four by default, but you can adjust the settings to have whatever combination of these you want, including only Primary, which would make your inbox more like the classic Gmail.
Primary, according to Google, is reserved for messages from friends and family, and other messages that don’t appear in other tabs. Promotions is where deals, offers and other promotional emails reside (like email marketing messages from lists you’re subscribed to). Social is where you will see messages from social networks, media-sharing sites, online dating services, gaming platforms and other social sites. Updates is where you will find notifications like confirmations, receipts, bills and statements. Forums will include messages from online groups, discussion boards and mailing lists." continue reading Web Pro News.

   See also:

Google's Gmail Promises Personal Knowledge Management Online (2004) http://contentblogger.shore.com/

  How Nonprofits Can Navigate Gmail Tabs, Beaconfire Consulting 

What Do Users Think Of Google’s New Look? webpronews.com 

Reading now: UContent

UContent: The Information Professional's Guide to User-Generated Content, By Nicholas G. Tomaiuolo, Information Today, Inc. (2012), ISBN-13: 978-1573874250.

Extract from PREFACE:
"For librarians who want a shortcut guide to what it means to be a participant in these [e.g., Flickr, Wikipedia] and many more community sites, UContent provides a quick introduction to the practical ins and outs of participating, as well as how libraries are using these services and projects. Understanding the web and the many resources it offers our patrons (many of them created by their peers) is certainly a core job of the information professional, and UContent helps provide an orientation in a confusing, buzzword-y space. All libraries are situated within communities of participation in real life—within schools, research labs, or cities—and the internet is no different. The question is: Where will you participate?"
—Phoebe Ayers, librarian, University of California, co-author of How Wikipedia Works, and Davis trustee, Wikimedia Foundation [source]

What others say:

A thorough and thoughtful guide to Web 2.0, providing historical background on user-generated content and a field guide to Web 2.0 applications... --Ron Gilmour, natural sciences librarian, Ithaca College
... A fun book to read, it is worth the time of any librarian who wants to exploit Web 2.0 technology. --Eric Lease Morgan, digital projects librarian, University of Notre Dame.

Contents: Chapter 1: The Evolution of UContent, Chapter 2: Project Gutenberg, Chapter 3: Blogs, Chapter 4: Wikis, Chapter 5: Podcasts, Slides, Screencasts and Video, Chapter 6: Facebook, Chapter 7: Online Reviews of Products and Services, Chapter 8: Self-Publishing, Chapter 9: Citizen Journalism, Chapter 10: Tagging, Folksonomies and Social Bookmarking, Chapter 11: Custom Search Engines, Chapter 12: Cybercartography, Chapter 13: Yahoo! Pipes, Chapter 14: Flickr

Bottomline:
What is user generated content (in short, UGC or U-Content): ..."the production of content by the general public rather than by paid professionals and experts in the field." (p. 4)

Is this book about: a) Content added to websites, or b) content added to library's resources (OPAC, Blog, etc)?
The answer is, obvious from the Contents of the book (as listed above), the book is by and large about the Content added to websites. And, the context is equally divided by contributions by end-users on the Web, and library/librarians.

PS. Individuals interested in the controversy over the validity and reliability of user-generated content (UGC) may get a glimpse from the author's U-Content: Project Gutenberg, Me, and You.

Libraries and the Knowledge-Based Economy, Dr. Abdus Sattar Chaudhry

Guest Editoial, Dr. Abdus Sattar Chaudhry, Pakistan Journal of Library & Information Science (PJLIS), Issue No. 11, 2010
Extract:

Libraries have been dealing with documents and external information while KM places emphasis on internal information and people. KM focuses more on tacit knowledge that resides in employees. A unique mix of technological, psychological, and communication skills is required for performing KM functions. Libraries have the potential to play an important role in supporting KM functions. Their client-centered approach, emphasis on service, and experience in efficiently running information systems make them ideal candidates for providing support in knowledge management work. Library managers, however, need to change their mind-set and expand their competencies by enhancing their communication and leadership capabilities to become active participants in the knowledge creation and application processes. To reach this level, concurrent efforts at individual, professional, and institutional level will have to be made to reposition libraries. There is also a need to re-orient library and information (LIS) professionals to take advantage of the new opportunities. Continue reading

On the same shelf:

Personal Knowledge Management, Edited by David Pauleen and Gary Gorman (2011) - A new book

Personal Knowledge Management: Individual, Organizational and Social Perspectives, Edited by David Pauleen and Gary Gorman. Gower Pub Co (2011) 276 pages, ISBN: 9780566088926
About the book:
By delving both deeply and broadly into its subject, the distinguished authors help all those concerned with 'knowledge work' and 'knowledge workers' to see how PKM supports and affects individuals, organizations and society as a whole; to better understand the concepts involved and to benefit from relevant research in this important area.

Table of Contents:

Preface;
The nature and value of personal knowledge management, G.E. Gorman and David J. Pauleen;

Where is the wisdom we have lost in knowledge? A stoical perspective on personal knowledge management, Peter Case and Jonathan Gosling;

From information to imagination: multivalent logic and system creation in personal knowledge management, Peter Murphy;

Recovering the individual as the locus of knowledge: communication and PKM, Mark Wolfe;

Systems intelligence as a lens for managing personal knowledge, Rachel Jones, James Corner and Raimo P. Hamalainen;

Managing your own knowledge: a personal perspective, Larry Prusak and Jocelyn Cranefield;

KM and the individual: it's nothing personal, David Snowden, David Pauleen and Sally Jansen van Vuuren;

Managing personal connectivity: finding flow for regenerative knowledge creation, Darl G. Kolb and Paul Collins;

No knowledge but through information, William Jones;

Personal knowledge management and knowledge worker capabilities, Thomas H. Davenport;

Exploring the linkages between personal knowledge management and organizational learning, Ricky K.F. Cheong and Eric Tsui;

The importance of personal knowledge management in the knowledge society, Karl M. Wiig;

Reading now: Making Knowledge Visible

Communicating Knowledge Through Information Products, by Elizabeth Orna, The Gower Developments in Business Series, Gower, 2005, 212 pp. ISBN-10: 0566085631. [Dewey Class No.: 658.4'038 / Library of Congress Classification: HD30.2 .O75

About the book:
The only way we can make what we know visible to other people is by putting it into Information Products – the products, in any medium, where users meet the information they need, and gain access to the knowledge of others.

Without them, little business would get done inside organizations or between them and the outside world. They are essential for the flow, exchange, application, and preservation of information and knowledge.

This is the first book to make the case for the proper recognition of information products by organizations. It shows how they should support business objectives and processes and be incorporated into information strategy and information architecture; illustrates the value they can both add and subtract; identifies the full range of stakeholders in them; and argues that a triple alliance of information management, information systems/IT, and information design is critical for successful information products.

Stories from real life illustrate every step of the argument. The final part of the book demonstrates how an actual organization used information auditing as a tool to develop a strategic information product for an important user community.

Contents: Foreword. Part 1 Basic Ideas: Before we begin; No business without information products. Part 2 Information Products in the Organisational Context: Introduction - The context of information products; The business of the organisation; The value that IPs add (and subtract); The stakeholders and their interests. Part 3 In Support of IPs; Introduction; Knowledge and information management in support of IPs; Infrastructure for IPs: information systems, technology tools; Information design, reconciler of conflicting constraints. Part 4 Action for IP Value - a Practical Process: Introduction; An information auditing approach; Making a start; Auditing information products; Into action for value from IPs; Index.

About the Author: Elizabeth Orna is the author of Practical Information Policies (Ed2,1999) and Information Strategy in Practice (2004), and co-author with Charles Pettitt of Information Management in Museums (1998), all published by Gower. Described by a reviewer as 'too good to be a guru', she is a an information consultant and writer well known for her extraordinary insight and lucidity. She lectures internationally on information management and information presentation.

Reviews: 'This book is aimed at information and systems analysts and managers, web designers, communication specialists, plus teachers and students of business management. I think librarians, project managers, and business consultants would also have a lot to learn from what she has to say.' Mantex, August 2005

On the Same Shelf:

Mapping Information Flows: A Practical Guide, Information Management Journal, Jan/Feb 2004 by Hibberd, Betty Jo, Evatt, Allison

In her book Practical Information Policies, Elizabeth Orna states, "Experience shows that people concerned with information management have no difficulty with the concept [of information mapping], or with deriving knowledge and information needs from the objectives of their own organizations. And it usually takes no more than a few hours to produce the answers."

While many information professionals faced with the task would no doubt disagree with her assessment of the time involved, they consider mapping information flows important as a framework for analyzing how information moves within an organization and for understanding the services necessary to match the true needs of their clients.

Orna further notes, "...information flows are helpful in disentangling the reality from strings of words" and says she considers information mapping a method to "visualiz[e] the immediate and wider organizational context and the Outside world'...." In other words, the outcome of this process produces a deeper understanding of the organization that enables a more direct link to key stakeholders. This can be especially important if the IRC reports to non-information functions within the organization.

The high cost of not finding information. By Susan Feldman - KMWorld, Mar 1, 2004: [Information disasters, The costs of not finding information, How successful are most searchers?, How much time is spent reworking or recreating information because it has not been located?, Finding information][citation courtesy: Bibliography on information management @ Willpower Information]

Reading now: Starting and Managing an Institutional Repository

Starting, Strengthening, and Managing Institutional Repositories: A How-To-Do-It Manual (How-to-Do-It Manuals) ~ Jonathan A. Nabe

About the book: From planning to promoting and everything in between, this new "How-To-Do-It Manual" fills the need for a book focused on managing your institutional repository (IR). Author Jonathan Nabe covers every aspect of IR development in detail, and the book's clear and logical organization makes it valuable as a cover-to-cover read or for consulting as a reference. Following an in-depth look into IR uses, benefits, and management practices, there is start-to-finish guidance covering: the librarian's role in IR implementation; planning, budgeting, and staffing; commercial and open source platforms; policy-writing; marketing techniques; collection development and expansion; and, use and assessment. An experienced IR coordinator himself, Nabe also includes real-life examples of IR development from respected academic libraries including Cornell University, Colorado State University, and Macalester College. Each one offers expert advice and best practices that you can replicate in your own project. Whether you are an IR newcomer looking for help at every step of the way, or an experienced coordinator seeking to expand the size and use of your existing IR, this truly unique resource will be an invaluable addition to your professional collection.

Recommend:
I recommend this book for libraries specializing in archives, and archives specializing in libraries. Library schools must have a copy of this 'how to do guide.'

On the same shelf:

Corporate DNA --a comment on the book: Using Organizational Memory to Improve Poor Decision-making, by Arnold Kransdorff

Capture, store, and share information - Sounds old rhyme, right?

Will tomorrow's libraries become more like museums of today -- A question for the coming decade

Knowledge Management Explained in Five Disciplines

By Tim Wieringa @ Green Chameleon.
Extract:
Here is a suggestion to split Knowledge Management into five disciplines.
One: Information Management & Search
Examples:
* knowledge libraries in large corporations that allow global access to documents across departments and subsidiaries
* social bookmarking tools that classify websites and allow other users to share them
* search engines that are indexing vast collection of documents and websites
Two: Collaboration
Examples:
* contact relationship management (CRM) tools that efficiently share and store relevant information to customers, suppliers, and business partners
* corporate wiki tools that allow the capturing of experts’ knowledge and allow collaboratively develop this knowledge
* project management tools that allow disperse teams to share information, have discussions, and manage tasks & deadlines
Three: Workflow Definitions
Examples:
* the right design of a costumer complaints process can ensure that the sales departments receives more information about the customers and the research & development department gathers important input on how to improve the products
* project management methodologies can include processes to capture project reports which are automatically shared in a knowledge library
Four: Networking
Examples:
* social networking platforms allow to publish a personal profile, exchange thoughts, and keep in touch with colleagues and friends
* in online discussion forums questions are answered by a broad community; the answers are then available for the entire community for future reference
Five: Training & Learning
Examples:
* corporate induction seminars gathers all newcomers in a company at one time and provide them an introduction at the same time; this could also be done with e-learning tools
* professionals in a specific field of interest gather regularly in conferences to exchange their latest findings and discuss about it
* training programs for ‘Efficient Meetings’ (just as an example) can be conducted in two parts: a) a brief introduction to the latest findings for this topic, b) a discussion among the participants on how these findings could be applied in their environment. Continue reading: KM in Five Disciplines

What I learnt about Communities of Practices - a conversation

By Abdul Jaleel Tharayil Venue: Indian Institute Of Science - Bangalore Date: Jan, 2008 ...

About the speaker: Mr. Abdul Jaleel Tharayil is working as Senior Manager - knowledge
Management, MindTree Consulting Ltd, Bangalore. [Source taken from Session invitation]

What I learnt about Communities of Practices - a conversation

View more presentations from abdul.tharayil.

Visualization Technology for Knowledge Mapping

You can use any tool for KM, including GPS, Flicker, oops: Flickr, to communicate your ideas, concepts, plans, routes, etc. See some samples below:







See on the same shelf: evocative-knowledge-map

Capture, store, and share information - Sounds old rhyme, right?

But now this story is getting newer interface (call it interface 2.0). Thanks to Martha for sharing the info about the Living Library!!! I Googled to see true colors of the LL, and found the following:

Living library idea as a knowledge managment tool
by Shaunna Mireau on October 30th, 2008
A recent article in Library Journal caught my eye: “Living Library” Debuts in Santa Monica1 As the article explains the living library movement invites library users to ‘book’ meetings with individuals with special interests, beliefs or experiences.

Extract: Wouldn’t it be interesting to add information to the library catalog with the following model:

Title: Vicarious liability
Author: Partner X
Physical Description: 6′1″, folio [individual will come to your office or lunch for a discussion of the title topic].

Seriously though, there are many ways to formalize tacit knowledge transfer that already happens in informal ways. It is neat that this kind of tacit transfer is being encouraged by public libraries. If a public library can work with this model, our expertise filled organizations can too.continue reading

See also on the same shelf:

• LIVING LIBRARIES, Experience that speaks volumes, Toronto Star Feb 26, 2009
  
• Doing the Library Thing by Wendy Reynolds March 1, 2009
• Living Libraries in Canada in March
  March 5-6th, University of Guelph, Ontario
  March 5th, Coquitlam Public Library, British Columbia
  March 21st, Calgary Public Library, Ontario
  March 23-27th, University of Alberta, Augustana, Alberta

Sharing Tacit Knowledge: A Case Study in the Australian Film Industry

Tacit Knowledge
“Explicit” or codified knowledge refers to knowledge that is transmittable in formal, systematic language. On the other hand, “tacit” knowledge has a personal quality, which makes it hard to formalize and communicate. Tacit knowledge is deeply rooted in action, commitment, and involvement in a specific context (Nonaka, 1994, p. 16)

Irit Alony and Greg Whymark, Central Queensland University, Rockhampton, Australia and Michael Jones, University of Wollongong, Wollongong, Australia Informing Science Journal Volume 10, 2007

Abstract:

This paper explores tacit knowledge sharing. This case demonstrates the significance of knowledge sharing to organizational performance, by exploring the contribution of tacit knowledge sharing to the success of projects in the Australian Film Industry (AFI). The differences between knowledge sharing, collaboration and communication, and their interrelations are addressed. We also explore the concepts of knowledge, information, and data. In the interchanges reported here the knowledge shared is almost entirely tacit, and the “raw” data and information do not exist without the context that makes them knowledge. The paper includes the identification of many factors affecting knowledge sharing, not all of which have been identified by previous researchers.

This research contributes to a better understanding of tacit knowledge and how that knowledge is shared. This in turn contributes to a better understanding of how knowledge management can be supported in a modern organization, where often the technology is used in ways not well understood by system managers and software developers. A better understanding can lead to better ICT design and support of knowledge sharing both within and across organizations.

Keywords: Knowledge Sharing, Film Industry, Tacit Knowledge, Qualitative, Collaboration.
See also on the same shelf:

The Future of the Future: Rise of the Knowledge Librarian

AIIM > Infonomics Magazine > KM World (02/02/09) Murray, Art and Wheaton, Ken

"Both the private and public sectors have been steadily downsizing and closing their physical libraries. All those serials and monographs, outdated by the time they arrived from the printers, are simply not that competitive anymore."

Extract: Delivering knowledge vs. information
"Corporate librarians used to devote years acquiring and cataloging physical document collections. All those serials and monographs, outdated by the time they arrived from the printers, are simply not that competitive anymore. Knowledge is not static. It must be continually refreshed through venues such as open discussion and brainstorming. That calls for a new kind of library."

"...Unfortunately, there have been casualties. Librarians are being jettisoned along with the bookcases. We need to reverse that trend and start bringing them back … but only the ones who are willing to change. A traditional corporate librarian must make three major shifts in roles begin the transition to a knowledge librarian."

• Role shift #1: A knowledge librarian should be the "content czar" of the enterprise.
• Role shift #2: A knowledge librarian understands the strategic information needs of the enterprise.
• Role shift #3: A knowledge librarian is a lead agent of change.

“The librarian of the future is uniquely positioned to be at the center of the creation and alignment of intellectual assets across the enterprise. That leads to improved innovation and business performance on a sustained basis. Maybe the time will soon come when we will see librarians as CKOs.” continue reading

Return-on-Investment in library practice

Many wonder how to account for a place, such as a library, where "what goes into a library isn’t what comes out," to use Andrew L. Pearson's expression.
Here is a book in hand, thanks to Steven Bell, for identifying such an important title: Library Assessment in Higher Education--particularly chapter 5 on assessment of the library's contribution to the educational process.

Question: How do you see the ROI in your library / information practice? Will highly appreciate your response on this subject.

See also:
The Library as Strategic Investment: Results of the Illinois Return on Investment Study, Paula T. Kaufman, University Librarian and Dean of Libraries, University of Illinois at Urbana-Champaign

Difference Between Overstanding and Understanding?

Do You Know The Difference Between Overstanding and Understanding?
Posted on Friday September 12th, 2008 at 21:32 in connect the dots, octaves, perturbations, resonances, rhythm, sounds, spoken words, syllables

"Sometimes meanings are conveyed in sounds. All words are sounds. All syllables are notes. Spoken words cause perturbations in the eddy currents of the subtleties all around us. These perturbations are resonances of higher and lower octaves." continue reading: It Seems Incredible That You Can Gain An Understanding Of The Truth About The Origin Of Civilization And Know The Difference Between History And His-tory!
Don't You Deserve To Know The True History Of Civilization? Read "The Burning Sands" - A novel by Hamza Abdullah

ROI for the knowledge worker is ROI for all, and how KM took an ironic approach

"I perpetually point out the difference to the old and new KM in this blog, but I’ve never thought of it in terms of ROI for the knowledge worker. I have only thought of this in terms of the incentive and motiviation for knowledge sharing. When you think of the big picture of the need for a return in knowledge sharing, we can say this is the ROI for the knowledge worker.

My thought are if the ROI for the knowledge worker is high, ie. high reciprocation of value for participating, then in aggregate the enterprise ROI from a social computing ecosystem will be high.

The old KM was not about people, it went for the knowledge as a separate thing, and knowledge as a separate act approach, where the participants really had no return on their contributions, and no self motiviation to want to participate. In essence this process didn’t blend with human nature at all. Plus there is the other end of naturally seeking know-how off people, that’s just it, you were meant to seek it from a database (not people), and what you find, if you do find something relevant is meant to be context objective so it will suit all needs.

Whereas the new KM is not really KM at all (considering the key to KM is sharing what’s in our heads), it’s not a separate act, it’s embedded into our regular routines. In an ecosystem where we are networked to people and we participate as we do our work, as well as the finished product of our work, there is no conscious effort to make sure you are sharing your know-how, it’s just happening from being, just like in the offline world. In the offline world I don’t make sure I’m sharing know-how, it’s just blended into how I am as a person, it comes out when I act and speak whether I like it or not...." continue reading: John Tropea @ Library clips

KM & E-Social Science - Revisited

Knowledge Creation, Knowledge Sharing, application of Knolwedge Management (outside the corporate work culture) in the social and cultural lives of the Netizens is the focus:

4th International Conference on e-Social Science

philbu's blog: Report on the CRASSH Workshop “Subversion ...

CRASSH Workshop “Subversion, Conversion, Development: Public Interests in Technologies” Cambridge, 24-26 April prepared by Philipp Budka

Public & Private in the Blogosphere

See also on the same shelf and aisle:

• Knowledge Management: Society / Community Wise
• Knowledge production in a profession: Use-inspired...
• Body-Mind-Soul - KM initiatives
• Tacit and Oral knowledge @ FaithCommons Forum

Info courtesy: Professor Neelameghan and Ann the Librarian

Web self-service: searching for answers

By Judith Lamont

Few people who visit self-service Web sites have escaped unscathed from the frustrations that all too often accompany their use or attempted use. Simple transactions such as checking a bank balance can usually be accomplished efficiently, but more complex needs such as finding information about a health insurance policy or how to obtain replacement parts for a product can throw the visitor into an inescapable loop.

Zachary McGeary, principal analyst at Jupiter Research, explains, "Customers often are not sure how to phrase their questions or search requests. In addition, over half the customers who report usability problems say that their searches offer too many results to be helpful."
Ideally, the Web site will offer flexibility in how the user seeks information, including the ability to process natural language queries phrased in a variety of ways, and will tune the search engine to produce a relevant and specific answer. continue reading

info courtesy: Knowledge Management (whatever it is)

Knowledge Networking in ICT Era

International Conference on "Knowledge Networking in ICT Era"
during January 22- 24, 2009 - Conference Brochure

Call for Papers
Submit Papers by November 30, 2008 to
Organising Secretary: Mr. P. Panneerselvam, Librarian,
B. S. Abdur Rahman Crescent Engineering College
G.S.T. Road, Vandalur
Chennai - 600 048, India

More details also at: AllConferences.com

Knowledge production in a profession: Use-inspired knowledge revisited

NB. Here is an interesting reflection and input for the bank of change. For a reflection on change, you need to recognize change, manage change and record change in a manner that can facilitate the change. There is much more on this change in the May / June issue of AIIM E-DOC Magazine - PM for ECM.

This sort of strategy also helps as a pathfinder for knowledge production in a profession:

• Inside Pasteur's quadrant: knowledge production in a profession, Karri A. Holley and William G. Tierney, Educational Studies 01 July 2008

Abstract: In this paper, we examine the current state of educational research through the framework of “use-inspired” knowledge. Previous discussions regarding the nature of educational research have disproportionately focused on the soft/applied nature of knowledge in the discipline or a need for methodological priority. After acknowledging these arguments, we consider the role of education as a professional discipline in American colleges and universities, and explore the inherent relationship between researchers and practitioners. Use-inspired knowledge prioritises practice, encourages translational research, fosters interdisciplinarity and dissolves rigid educational structures.

Keywords: schools of education; research; professional practice

view references (29)