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  • 简介: 原文 1. IntroductionRecently, knowledge management is emerging as a robust management mechanism with which an organization can remain highly intelligent and competitive in a turbulent market (Davenport & Prusak, 1998; Gra...
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原文

1. Introduction

Recently, knowledge management is emerging as a robust management mechanism with which an organization can remain highly intelligent and competitive in a turbulent market (Davenport & Prusak, 1998; Grant, 1996; Nonake & Takeuchi, 1995). Many researchers argued that knowledge is a meaningful resource in an organization to booster the management performance, and knowledge management helps facilitate creating, storing, sharing, and reusing the organization's knowledge typically using advanced technology (Abecker, Bernadi, Hinkelmann, Kuhn, & Sintek, 1998;Heijst, Spek, & Kruizinga, 1997; O'Leary, 1998). In literature, there exist a lot of studies dealing with the importance of knowledge management in a competitive market (Nonaka, Reinmoeller, & Senoo, 1998; Teece, 1998).
However, few studies exist covering an issue of how to formalize tacit knowledge in a rather explicit form and reuse it for complicated decision-making problems.


  目录

1. Introduction
2. Background
2.1 Tacit knowledge management
2.2 Cognitive map for formalizing tacit knowledge
2.3 CBR for reusing tacit knowledge
3. Methodology
3.1 Formalization phase
3.2 Reuse phase
3.3 Problem-solving phase
4. Illustrative Example
4.1 Credit analysis problem
4.2 CM modeling
4.3 Application of CM
5. Concluding Remarks
References


  参考资料

Abecker, A., Bernadi, A., Hinkelmann, K., Kuhn, O., & Sintek, M. (1998).
Toward a technology for organizational memories. IEEE Intelligent Systems, May/June, 40±48.
Agor, W. H. (1986). The logic of intuition: how top executives make important decisions. Organizational Dynamics, 14 (3), 5±29.
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