Bibliografías temáticas / Knowledge management practice

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Literatura académica sobre el tema "Knowledge management practice"

Autor: Grafiati
Publicado: 4 de junio de 2021
Última modificación: 1 de febrero de 2022

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Artículos de revistas sobre el tema "Knowledge management practice"

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Sensky, Tom. "Knowledge management". Advances in Psychiatric Treatment 8, n.º 5 (septiembre de 2002): 387–95. http://dx.doi.org/10.1192/apt.8.5.387.

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Knowledge management sounds superficially like yet another of those topical expressions describing something that has been developed outside medicine and is possibly ill-suited for application within the field, but offering an excuse for yet more change. However, one of the distinguishing features of every profession is that it applies a body of specialist knowledge and skills to a defined purpose. Knowledge in medicine is growing exponentially. In a recent survey of just 22 general practices, the practice guidelines identified weighed 28 kg (Hibble et al, 1998)! In psychiatry, about 5500 papers which potentially have clinical relevance are published annually. Keeping pace with knowledge as it grows is a major challenge for all clinicians. This is reflected in the National Health Service (NHS) information strategy, which identifies three specific needs of clinicians (NHS Executive, 1998). These are: •fast, reliable and accurate information about patients in their care;•access to knowledge to inform clinical practice;•access to information to underpin evaluation of clinical practice, planning and research, clinical governance and continuing professional development.
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Dilnutt, Rod. "Knowledge management in practice". International Journal of Accounting Information Systems 3, n.º 2 (agosto de 2002): 75–81. http://dx.doi.org/10.1016/s1467-0895(02)00036-2.

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Leech, Stewart A. y Steve G. Sutton. "Knowledge management issues in practice". International Journal of Accounting Information Systems 3, n.º 2 (agosto de 2002): 69–73. http://dx.doi.org/10.1016/s1467-0895(02)00040-4.

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du Plessis, T. y A. S. A. du Toit. "Knowledge management and legal practice". International Journal of Information Management 26, n.º 5 (octubre de 2006): 360–71. http://dx.doi.org/10.1016/j.ijinfomgt.2006.06.003.

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Ahmed, Pervaiz K., Kwang K. Lim y Mohamed Zairi. "Measurement practice for knowledge management". Journal of Workplace Learning 11, n.º 8 (diciembre de 1999): 304–11. http://dx.doi.org/10.1108/13665629910300478.

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Susanty, Ade Irma, Yuyu Yuningsih y Grisna Anggadwita. "Knowledge management practices and innovation performance". Journal of Science and Technology Policy Management 10, n.º 2 (3 de junio de 2019): 301–18. http://dx.doi.org/10.1108/jstpm-03-2018-0030.

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Purpose This paper aims to concentrate on the conscious and systematic managerial activities associated with handling knowledge in an organization [i.e. knowledge management (KM) practices] for the purpose of improving innovation performance through proactive management of knowledge assets. This study explores the impact of KM practices on innovation performance in the research and training center of government apparatus. Design/methodology/approach This research provides empirical evidence on how various KM practices influence innovation performance. The results are based on the survey data collected in four areas of research and training centers of government apparatuses in Indonesia. Partial least squares are used to test the hypothesized relationships between KM practices and innovation performance. Findings The study found that IT practices and work organizations are positively and significantly related to innovation performance. This means that better implementation of information and technology will push innovation performance. The study also points out that knowledge-based compensation practice is one of the KM practice variables which is negatively and significantly related to innovation performance. This result shows that innovation performance will decrease by compensating knowledge improvement. Practical implications This study implies that in developing innovation performance, the research and training center should not focus on providing compensation, as it will only increase the costs rather than the innovation performance itself. Originality/value This study adds a knowledge-based view of government agencies by demonstrating the significance of KM for innovation performance. This study is also valuable from a managerial perspective, as it highlights the most effective KM practice to improve organizational innovation performance.
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Svoboda, E. "Knowledge-management in managerial work of business management". Agricultural Economics (Zemědělská ekonomika) 53, No. 7 (7 de enero de 2008): 298–303. http://dx.doi.org/10.17221/1152-agricecon.

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The paper presents the results of the research projects with their applications in enterprise practice, in the sphere of strategic control of enterprise management focused on the methods of decision-making enabling an enterprise to respond to changes in the entrepreneurial environment. Rapid changes, principally in the external environment, require the business management to select new approaches and methods of decision-making and to have a well conceived algorithm enabling a flexible response to customers’ wishes using findings of knowledge management. The paper presents the results of applying the methods of BSG and SPACE analysis, namely during the years 1998−2006. The sphere of business of the company is also analysed using the correlation-table analysis method. All actions are focused on obtaining and maintaining the competitive advantage of the firm.
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Devi Ramachandran, Sharimllah, Siong Choy Chong y Hishamuddin Ismail. "The practice of knowledge management processes". VINE 39, n.º 3 (28 de agosto de 2009): 203–22. http://dx.doi.org/10.1108/03055720911003978.

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Edwards, John S. "Knowledge innovation: strategic management as practice". Knowledge Management Research & Practice 5, n.º 3 (agosto de 2007): 224–25. http://dx.doi.org/10.1057/palgrave.kmrp.8500148.

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Nielsen, Bo Bernhard y Francesco Ciabuschi. "Siemens ShareNet: Knowledge Management in Practice". Business Strategy Review 14, n.º 2 (junio de 2003): 33–40. http://dx.doi.org/10.1111/1467-8616.00257.

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Tesis sobre el tema "Knowledge management practice"

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Parodi, Pascale. "The knowledge management convergence : from theory to practice in knowledge management". Aix-Marseille 3, 2004. http://www.theses.fr/2004AIX30019.

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Le Management du Savoir (KM), n'est pas une nouvelle philosophie impossible à propos de la gestion des organisations, mais plutôt la somme de petites actions qui contribuent à la réussite du tout. Dans le contexte de la nouvelle économie, le KM est devenu incontournable. L'auteur le définit comme "le processus nourricier pour la survie des organisations". L'originalité de ce travail est de démontrer que le KM n'est pas forcement une thématique nouvelle qu'il faut caser à touts prix dans nos organisations. Il s'agit de prêter attention à la "Convergence liée au Savoir" ("Knowledge Convergence" KC) qui a déjà eu lieu, la plupart du temps, dans nos organisations; et non pas de créer une bulle séparée, isolante. Identifier et prendre en compte la "Convergence liée au Savoir" est une façon de commencer à pratiquer le KM. C'est identifier dans les structures établies de nos organisations, les germes de celle-ci. C'est considérer le développement organique qui a déjà eu lieu, et regrouper les efforts existants sous le parasol virtuel du KM. L'objectif est double. Il s'agit d'une part, d'enraciner ces pratiques dans la culture de l'organisation, afin d'entretenir la motivation du personnel. D'autre part, cela permet de réduire les barrières fonctionnelles entre les différents départements dans le but d'atteindre des objectifs communs, et de réaliser des tâches de plus en plus complexes. Les méthodes et pratiques du KM déployées, tiennent lieu de tactiques. Si ces pratiques convergent sous l'œil bienveillant d'une équipe pluridisciplinaire qui les coordonne, alors un nouveau savoir porteur d'avenir pourra émerger ("Knowledge Emergence"), et nous conduire à l' "Avantage Créatif"
Knowledge Management (KM) is not a new impossible philosophy about business, but more the sum of all the small actions that are contributing to the success of the whole picture. In the context of the new economy, KM becomes inevitable. The author defines it as "the process of nurturing for surviving in organizations. " The original contribution of this work is to demonstrate that KM is not a new topic that we must fit into our organizations. We rather have to pay attention to the "Knowledge Convergence" (KC), that already most of the time happens in our organizations and not to create a separate isolating bubble. Identify and take in account the KC is a way to start doing KM. This is about identifying in our established structures in organizations, its seeds. This is about the consideration of the organic development that already happened in companies and their linkage under the virtual umbrella of the already existing KM efforts. The goal is double. In one hand this is about enrooting those practices in the company culture sustaining the employees' motivation. On the other hand, it allows reducing the functional barriers between the different departments, in order to achieve common goals and perform more and more complex tasks. KM methods and practices used are tactical. If those converge (KC) under the coordination of a cross-functional team, then a new kind of knowledge could emerge (Knowledge Emergence). This then leads to the "Creative Advantage"
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Diedrich, Andreas. "Engineering knowledge : how engineers and managers practice knowledge management /". Göteborg : BAS publ, 2004. http://catalogue.bnf.fr/ark:/12148/cb39983743r.

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Fagade, Caleb. "Enhancing Supply Chain through Knowledge Management Practice". Thesis, Högskolan i Gävle, Akademin för teknik och miljö, 2011. http://urn.kb.se/resolve?urn=urn:nbn:se:hig:diva-10911.

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Solouki, Soha. "Knowledge Management Practices in DevOps". Thesis, Université d'Ottawa / University of Ottawa, 2020. http://hdl.handle.net/10393/40585.

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DevOps, a portmanteau of Development and Operations, is the collection of principles and practices that try to improve cooperation between IT Development and IT Operations teams in the software development domain. The DevOps paradigm, thus, promises to overcome the traditional boundaries between development and operations teams and to improve collaboration across teams through a culture that is conducive to shared goals and accountability. Responding to the recent call for a better understanding of DevOps Knowledge Management (KM), this study aims to explore the role of knowledge management in advancing DevOps performance outcomes. Toward this, the study adopts a practice perspective of KM, and aims to answer the following research questions: 1) What are the enablers of KM practices in DevOps teams? 2) What are the distinctive characteristics of KM practices that underpin positive DevOps performance outcomes? Using an inductive research design and qualitative data collection and analysis procedures, this study followed a multiple case study approach, and collected and analyzed data from nine in-depth interviews with DevOps professionals across three organizations. Using grounded theory coding procedures, an emergent theoretical model of DevOps KM is presented and discussed, along with various propositions that outline how DevOps teams acquire, capture, share and apply knowledge, and how their KM practices can drive positive DevOps performance. Key insights from this study indicate that technology leaders need to foster greater awareness about the significance of KM in DevOps teams. This can be done by highlighting challenges associated with a lack of effective KM practices, and best practices followed by other companies. Furthermore, DevOps teams should adopt a mix of people-centered and technology-centered KM practices that enable effective personalization and codification of knowledge. Lastly, DevOps managers need to encourage alternative-bridging KM practices through regular use of KM tools and features within DevOps technologies while investing in dedicated knowledge sharing platforms. Through a discussion of the enablers of KM practices in DevOps; typical configuration of people-centered, technology-centered, and alternative-bridging KM practices in DevOps; and the linkages between KM practices and DevOps performance outcomes, this study aims to contribute to the extant research literature on DevOps KM, and provide practical guidelines for institutionalizing KM practices that can support the fast-paced nature of DevOps teams.
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Tucker, Eric. "KNOWLEDGE MANAGEMENT DETERMINANTS OF CONTINUANCE BEHAVIOR: EVALUATING THE AIR FORCE KNOWLEDGE NOW KNOWLEDGE MANAGEMENT SYSTEM". Doctoral diss., University of Central Florida, 2010. http://digital.library.ucf.edu/cdm/ref/collection/ETD/id/3343.

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Knowledge management (KM) encompasses the set of capabilities, processes, tools, and techniques for the most effective use of knowledge by an organization. The goal of KM is to improve the organization s ability to create, transfer, retain, and apply knowledge. Knowledge management is a goal that many organizations seek to achieve. Organizations apply their strategies, plans, and implementation to achieve KM. Organizations use technology to implement their KM strategy. For some, this approach has worked well; however, for others, the results have fallen short. KM shortcomings revolve around employees infrequent use of the technology. This research seeks to understand what influences a user s behavior to use a KM system and why a user becomes a routine user. This research provides a model of KM continuance behavior and post-acceptance usage behavior. Post-acceptance usage behavior is how an individual decides to use a system after its initial acceptance. The KM continuance model incorporates technology, community, individual, and organizational elements that influence a user s intentions and actual use of a KM system. The specific context of this research is a KM system known as the Air Force Knowledge Now (AFKN) system. AFKN emphasizes KM through expertise-sharing activities in Communities of Practice (CoPs). The AFKN KM system facilitates and enhances the relationships in the community. The data for this study were obtained by using an online questionnaire. The results are analyzed using Partial Least Squares structural equation modeling with a two-step data analysis approach. The first step assessed the properties of the measurement model. The second step assessed the path model. Path coefficients and t-values are generated to evaluate the 14 proposed hypotheses. The results of the investigation show that community and technology KM both positively influence a user s evaluation of the KM environment. The results produced a coefficient of determination of 60% for KM continued-use intention and 31% for KM continued-use behavior. The outcome of this research is a model that allows organizations to tailor their KM systems efforts to the organizational environment in order to maximize their resources. This investigation serves as a foundation for further research and development in areas of KM, KM systems, and post-acceptance usage.
Ph.D.
Department of Industrial Engineering and Management Systems
Engineering and Computer Science
Industrial Engineering PhD
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Borzillo, Stefano. "Communities of practice to actively manage best practices". Wiesbaden : Deutscher Universitäts-Verlag, 2007. http://dx.doi.org/10.1007/978-3-8350-9609-7.

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Fennessy, Gabrielle Ann 1968. "Knowledge management in evidence based practice : study of a community of practice". Monash University, School of Information Management and Systems, 2002. http://arrow.monash.edu.au/hdl/1959.1/8023.

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McNealy, Trenese LaShay. "Knowledge Management Practice Strategies in Project-Based Organizations". ScholarWorks, 2017. https://scholarworks.waldenu.edu/dissertations/3804.

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Companies globally have lost profit each year because of the lack of intra-organizational knowledge sharing. The purpose of this descriptive, multiple case study was to explore the knowledge management practice strategies that project management business leaders use to improve knowledge sharing in project-based organizations. Nine project management business leaders from 4 project-based organizations in metro Atlanta, Georgia completed individual Skype/phone semistructured interviews, and 5 project team members completed an in-person focus group discussion and an interview questionnaire. Knowledge management was the conceptual framework for this study, the basis for understanding the world around project management business leaders, and the implementation of knowledge management practice strategies for knowledge sharing. The individual interviews, focus group discussion, and interview questionnaire yielded the lived experiences of project management business leaders and the perceptions of project team members regarding knowledge sharing in their project-based organizations. The data were analyzed through data source triangulation and cross-case synthesis, which resulted in various themes such as communication, practices to overcome barriers, and a centralized resource center. The findings of this study may effect positive social change and the improvement of knowledge sharing by promoting the worth, dignity, and development of individuals, communities, organizations, cultures, or societies.
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Bishop, James. "Managing technical knowledge to enhance organisational best practice". Thesis, Loughborough University, 2009. https://dspace.lboro.ac.uk/2134/4657.

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In recent years the construction industry has become increasingly aware of the potential of the technical knowledge held by construction professionals and the need to manage it effectively. However, organisations have experienced numerous problems in implementing and sustaining Knowledge Management (KM) initiatives. A key reason for this, which has been cited both within industry and academia, is a lack of understanding of the best-suited KM approaches available and how to adopt them. In particular, the importance of people-orientated KM practices, specifically in the case of construction firms who have a high level of dependence on the tacit knowledge of their employees, has been well documented with many KM authors calling for further research in this area. The research undertaken for this study was initiated in response to the need for further research and an improved understanding of KM (people-orientated KM in particular) best practice. The research was also focussed on establishing an effective KM initiative within Ramboll Whitbybird; the sponsoring organisation. The central aim of the research was therefore to “deliver a framework that facilitates the retention and reuse of knowledge, which will increase Ramboll Whitbybird's potential to drive engineering best practice and respond appropriately to conventional and emerging business opportunities.” To achieve this an action research approach was adopted, facilitated through the use of literature reviews, interviews, focus groups, and other data collection methods, to enable the findings to be implemented within an industrial setting. Through extensive industry involvement the research highlighted the core components necessary for a successful KM initiative, and the actions necessary from those involved in implementing, managing and sustaining KM activities within construction firms. The findings demonstrated that an organisation wishing to realise effective KM needs to establish a clear definition and understanding of KM across the business, which can be achieved through the compilation of a KM strategy (statement) and action plan. It also needs to acknowledge the importance of addressing the critical factors that will determine the success of its KM initiative such as the need for KM champions and a supporting team, a fit with the way people work and an alignment with business objectives. The research also highlighted the importance of people-orientated KM practices, and that construction organisations in particular should identify and prioritise KM activities such as Communities of Practice (CoPs), due to their reliance on tacit knowledge transfer. However, in order to maximise the benefits to individuals and the business, the organisation will need to take a ‘light touch' approach to the management of CoPs. Supporting people-based KM activities with the right technology is an important factor, particularly as organisations expand and become more geographically dispersed. To ensure that this technology is an effective supporter of KM it needs to be tailored to fit with the KM needs of the business, and will need to become de-centralised in its operation. Finally, the research outlined the importance for the organisation to consider the integration of KM within the daily operation of the business by incorporating KM effectively into communication and reporting structures, while also ensuring that it becomes a core aspect of its Quality Assurance (QA) procedures.
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Blackburn, Alan. "The knowledge-based resources built through human resource management practice". Thesis, Lancaster University, 2003. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.418875.

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Libros sobre el tema "Knowledge management practice"

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Rhem, Anthony J. Knowledge Management in Practice. Boca Raton, FL : Auerbach Publications, 2016.: Auerbach Publications, 2016. http://dx.doi.org/10.1201/9781315374376.

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Huysman, Marleen. Knowledge Sharing in Practice. Dordrecht: Springer Netherlands, 2002.

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Knowledge management in theory and practice. 2a ed. Cambridge, Mass: MIT Press, 2011.

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Knowledge management in theory and practice. Amsterdam: Elsevier/Butterworth Heinemann, 2005.

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Keith, Montague y Construction Industry Research and Information Association., eds. Benchmarking knowledge management practice in construction. London: CIRIA, 2004.

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Dalkir, Kimiz. Knowledge management in theory and practice. 2a ed. Cambridge, Mass: MIT Press, 2011.

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Dalkir, Kimiz. Knowledge management in theory and practice. 2a ed. Cambridge, Mass: MIT Press, 2011.

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1961-, Wit Dirk de, ed. Knowledge sharing in practice. Dordrecht: Kluwer Academic Publishers, 2002.

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Beinhauer, Malte. Knowledge communities. Lohmar: Eul, 2004.

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American Bar Association. Law Practice Division, ed. Knowledge management for lawyers. Chicago, Illinois: ABA, Law Practice Division, 2015.

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Capítulos de libros sobre el tema "Knowledge management practice"

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Griseri, Paul. "Research as Practice". En Management Knowledge, 172–88. London: Macmillan Education UK, 2002. http://dx.doi.org/10.1007/978-1-4039-0545-1_10.

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Simard, Caroline y Ronald E. Rice. "The Practice Gap". En Rethinking Knowledge Management, 87–123. Berlin, Heidelberg: Springer Berlin Heidelberg, 2007. http://dx.doi.org/10.1007/3-540-71011-6_4.

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Talbert, Michael L. "Applying the Knowledge". En Pathology Practice Management, 79–85. Cham: Springer International Publishing, 2015. http://dx.doi.org/10.1007/978-3-319-22954-6_5.

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Prusak, Larry. "Practice and Knowledge Management". En Knowledge Management in the Innovation Process, 153–58. Boston, MA: Springer US, 2001. http://dx.doi.org/10.1007/978-1-4615-1535-7_8.

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Clark, Stephen C. y Theodora Valvi. "Knowledge Management in Practice". En Wireless Mobility in Organizations, 53–71. Cham: Springer International Publishing, 2018. http://dx.doi.org/10.1007/978-3-319-42249-7_4.

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Yoe, Charles. "Knowledge management." En Handbook of phytosanitary risk management: theory and practice, 359–65. Wallingford: CABI, 2020. http://dx.doi.org/10.1079/9781780648798.0359.

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Davies, John. "Supporting Virtual Communities of Practice". En Industrial Knowledge Management, 199–211. London: Springer London, 2001. http://dx.doi.org/10.1007/978-1-4471-0351-6_13.

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Heisig, Peter y Jens Vorbeck. "Cultural Change Triggers Best Practice Sharing — British Aerospace plc." En Knowledge Management, 138–47. Berlin, Heidelberg: Springer Berlin Heidelberg, 2001. http://dx.doi.org/10.1007/978-3-662-04466-7_8.

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Heisig, Peter y Jens Vorbeck. "Cultural Change Triggers Best Practice Sharing — British Aerospace plc." En Knowledge Management, 273–82. Berlin, Heidelberg: Springer Berlin Heidelberg, 2003. http://dx.doi.org/10.1007/978-3-540-24778-4_14.

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Doran, Hans Dermot. "Agile Knowledge Management in Practice". En Advances in Learning Software Organizations, 137–43. Berlin, Heidelberg: Springer Berlin Heidelberg, 2004. http://dx.doi.org/10.1007/978-3-540-25983-1_14.

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Actas de conferencias sobre el tema "Knowledge management practice"

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Jennex, Murray E., Sefan Smolnik y David Croasdell. "Knowledge Management Success in Practice". En 2014 47th Hawaii International Conference on System Sciences (HICSS). IEEE, 2014. http://dx.doi.org/10.1109/hicss.2014.450.

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Yusof, Zawiyah Mohammad y Mohd Bakhari Ismail. "The impact of awareness, trust and personality on knowledge sharing practice". En Knowledge Management (CAMP). IEEE, 2010. http://dx.doi.org/10.1109/infrkm.2010.5466895.

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Gunadham, Thanyatida y Nithinant Thammakoranonta. "Knowledge Management Systems Functionalities Enhancement in Practice". En the 5th International Conference. New York, New York, USA: ACM Press, 2019. http://dx.doi.org/10.1145/3338188.3338213.

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Sensuse, Dana Indra y Hafizh Rafizal Adnan. "Emerging Knowledge Management Practice for Participative Govemment". En 2020 3rd International Conference on Computer and Informatics Engineering (IC2IE). IEEE, 2020. http://dx.doi.org/10.1109/ic2ie50715.2020.9274677.

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KHOSLA, RAJIV, MEI-TAI CHU, K. G. YAMADA, S. DOI, K. KUNEIDA y S. OGA. "KNOWLEDGE FLOW NETWORKS AND COMMUNITIES OF PRACTICE FOR KNOWLEDGE MANAGEMENT". En Managing Knowledge for Global and Collaborative Innovations. WORLD SCIENTIFIC, 2009. http://dx.doi.org/10.1142/9789814299862_0002.

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ANDRIANI, PIERPAOLO, GARY ATKINSON, ALISTAIR BOWDEN y RICHARD HALL. "DEVELOPING KNOWLEDGE IN “NETWORKS OF PRACTICE”". En Proceedings of the First iKMS International Conference on Knowledge Management. WORLD SCIENTIFIC, 2004. http://dx.doi.org/10.1142/9789812702081_0003.

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"Knowledge Management in Practice: Context, Interventions and Outcomes". En 20th European Conference on Knowledge Management. ACPI, 2019. http://dx.doi.org/10.34190/km.19.218.

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"Human Resource Management Practice, Knowledge Management Guidance and Enterprise Performance". En 2018 International Conference on Computer, Civil Engineering and Management Science. Francis Academic Press, 2018. http://dx.doi.org/10.25236/iccems.2018.17.

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Smits, M. y A. de Moor. "Measuring knowledge management effectiveness in communities of practice". En 37th Annual Hawaii International Conference on System Sciences, 2004. Proceedings of the. IEEE, 2004. http://dx.doi.org/10.1109/hicss.2004.1265570.

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Lijuan, Yu. "The practice research of process-oriented knowledge management". En 2011 International Conference on E-Business and E-Government (ICEE). IEEE, 2011. http://dx.doi.org/10.1109/icebeg.2011.5882061.

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Informes sobre el tema "Knowledge management practice"

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Trainor, Timothy E. y Travis J. Lindberg. Enabling Knowledge Management for the Joint Forward Operating Base (JFOB)/Base Camp Community of Practice (COP). Fort Belvoir, VA: Defense Technical Information Center, septiembre de 2006. http://dx.doi.org/10.21236/ada456500.

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Reynolds, Keith M. Sustainable forestry in theory and practice: recent advances in inventory and monitoring, statistics and modeling, information and knowledge management, and policy science. Portland, OR: U.S. Department of Agriculture, Forest Service, Pacific Northwest Research Station, 2006. http://dx.doi.org/10.2737/pnw-gtr-688.

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Cappelli, Peter. The Performance Effects of IT-Enabled Knowledge Management Practices. Cambridge, MA: National Bureau of Economic Research, agosto de 2010. http://dx.doi.org/10.3386/w16248.

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Bridges, Todd, Jeffrey King, Jonathan Simm, Michael Beck, Georganna Collins, Quirjin Lodder y Ram Mohan. Overview : International Guidelines on Natural and Nature-Based Features for Flood Risk Management. Engineer Research and Development Center (U.S.), septiembre de 2021. http://dx.doi.org/10.21079/11681/41945.

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The application of natural and nature‑based features (NNBF) has grown steadily over the past 20 years, supported by calls for innovation in flood risk management (FRM) and nature‑based solutions from many different perspectives and organizations. Technical advancements in support of NNBF are increasingly the subject of peer‑reviewed and other technical literature. A variety of guidance has been published by numerous organizations to inform program‑level action and technical practice for specific types of nature‑based solutions. This effort to develop international guidelines on the use of NNBF was motivated by the need for a comprehensive guide that draws directly on the growing body of knowledge and experience from around the world to inform the process of conceptualizing, planning, designing, engineering, constructing, and operating NNBF.
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Birch, Izzy. Thinking and Working Politically on Transboundary Issues. Institute of Development Studies (IDS), enero de 2020. http://dx.doi.org/10.19088/k4d.2021.010.

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There is growing consensus that political factors are a key determinant of development impact. The practice of Thinking and Working Politically (TWP) is built around three interconnected principles: (i) strong political analysis, insight, and understanding; (ii) detailed appreciation of, and response to, the local context; and (iii) flexibility and adaptability in program design and implementation. The literature notes that while TWP emphasises the centrality of politics and power, technical knowledge is still important and can reinforce the political agenda, for example by increasing the confidence of smaller states or by strengthening collective understanding. Furthermore, improving the quality of domestic cooperation can be a step towards regional cooperation, and flexible engagement with the diverse range of actors that populate transboundary settings has been shown to be an effective strategy. The literature also highlights lessons learned including Transboundary cooperation can be built from the bottom up and for development partners, pre-existing bilateral partnerships may facilitate their engagement at a transboundary level, particularly on sensitive issues. Given the relatively isolated experience of TWP in transboundary settings, the evidence base for this report is also limited. The two areas where most examples were found concern regional integration and transboundary water management.
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Brandt, Leslie, Lydia Scott, Abigail Lewis, Lindsay Darling y Robert Fahey. Lessons Learned from the Urban Forestry Climate Change Response Framework Project. United States Forest Service, febrero de 2016. http://dx.doi.org/10.32747/2016.6964833.ch.

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Many urban foresters have recognized the need to incorporate climate change considerations into urban forest management, but often lack the specialized training or knowledge to explicitly address this in their planning and practices. This document describes a framework we developed and piloted in the Chicago region to assess the vulnerability of urban forests and incorporate that information into on-the-ground actions. We describe the three steps used to implement this project and the lessons learned from this process.
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Phuong, Vu Tan, Nguyen Van Truong, Do Trong Hoan, Hoang Nguyen Viet Hoa y Nguyen Duy Khanh. Understanding tree-cover transitions, drivers and stakeholders’ perspectives for effective landscape governance: a case study of Chieng Yen Commune, Son La Province, Viet Nam. World Agroforestry, 2021. http://dx.doi.org/10.5716/wp21023.pdf.

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Integrated landscape management for sustainable livelihoods and positive environmental outcomes has been desired by many developing countries, especially for mountainous areas where agricultural activities, if not well managed, will likely degrade vulnerable landscapes. This research was an attempt to characterize the landscape in Chieng Yen Commune, Son La Province in Northwest Viet Nam to generate knowledge and understanding of local conditions and to propose a workable governance mechanism to sustainably manage the landscape. ICRAF, together with national partners — Vietnamese Academy of Forest Sciences, Soil and Fertilizer Research Institute — and local partners — Son La Department of Agriculture and Rural Development, Son La Department of Natural Resources and Environment, Chieng Yen Commune People’s Committee — conducted rapid assessments in the landscape, including land-use mapping, land-use characterization, a household survey and participatory landscape assessment using an ecosystem services framework. We found that the landscape and peoples’ livelihoods are at risk from the continuous degradation of forest and agricultural land, and declining productivity, ecosystem conditions and services. Half of households live below the poverty line with insufficient agricultural production for subsistence. Unsustainable agricultural practices and other livelihood activities are causing more damage to the forest. Meanwhile, existing forest and landscape governance mechanisms are generally not inclusive of local community engagement. Initial recommendations are provided, including further assessment to address current knowledge gaps.
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Yan, Yujie y Jerome F. Hajjar. Automated Damage Assessment and Structural Modeling of Bridges with Visual Sensing Technology. Northeastern University, mayo de 2021. http://dx.doi.org/10.17760/d20410114.

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Recent advances in visual sensing technology have gained much attention in the field of bridge inspection and management. Coupled with advanced robotic systems, state-of-the-art visual sensors can be used to obtain accurate documentation of bridges without the need for any special equipment or traffic closure. The captured visual sensor data can be post-processed to gather meaningful information for the bridge structures and hence to support bridge inspection and management. However, state-of-the-practice data postprocessing approaches require substantial manual operations, which can be time-consuming and expensive. The main objective of this study is to develop methods and algorithms to automate the post-processing of the visual sensor data towards the extraction of three main categories of information: 1) object information such as object identity, shapes, and spatial relationships - a novel heuristic-based method is proposed to automate the detection and recognition of main structural elements of steel girder bridges in both terrestrial and unmanned aerial vehicle (UAV)-based laser scanning data. Domain knowledge on the geometric and topological constraints of the structural elements is modeled and utilized as heuristics to guide the search as well as to reject erroneous detection results. 2) structural damage information, such as damage locations and quantities - to support the assessment of damage associated with small deformations, an advanced crack assessment method is proposed to enable automated detection and quantification of concrete cracks in critical structural elements based on UAV-based visual sensor data. In terms of damage associated with large deformations, based on the surface normal-based method proposed in Guldur et al. (2014), a new algorithm is developed to enhance the robustness of damage assessment for structural elements with curved surfaces. 3) three-dimensional volumetric models - the object information extracted from the laser scanning data is exploited to create a complete geometric representation for each structural element. In addition, mesh generation algorithms are developed to automatically convert the geometric representations into conformal all-hexahedron finite element meshes, which can be finally assembled to create a finite element model of the entire bridge. To validate the effectiveness of the developed methods and algorithms, several field data collections have been conducted to collect both the visual sensor data and the physical measurements from experimental specimens and in-service bridges. The data were collected using both terrestrial laser scanners combined with images, and laser scanners and cameras mounted to unmanned aerial vehicles.
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Gentry, William y Richard Walsh. Mentoring First-Time Managers: Proven Strategies HR Leaders can Use. Center for Creative Leadership, 2015. http://dx.doi.org/10.35613/ccl.2015.2047.

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"When individual contributors or professionals are promoted into their first formal leadership position, many do not realize how tough that transition can be for them. We often hear that these leaders are not prepared, and lack the support and development to help make that transition successfully. When they are not supported, they suffer, and so too do their teams, the organization, and the HR leadership pipeline, which ultimately can negatively impact the organization’s bottom line. First-time managers are an important part of an organization’s talent and succession management. In turn, organizations may attempt to help first-time managers make the transition into leadership easier by implementing a formal mentoring program. This white paper supports this effort by: • Explaining the benefits a mentoring program can provide for first-time managers and their mentor. • Providing organizations a way to strengthen their own mentoring programs. • Offering HR leaders specific steps to follow and best practices applied in starting and maintaining a successful formal mentoring program specifically aimed at first-time managers. Formal mentoring programs are useful to support and develop first-time managers, an important leadership population that is vital for strengthening your leadership pipeline and succession management efforts. Armed with the knowledge from this white paper, we believe you will be able to gain a competitive advantage".
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Villa Zárate, Javier, Daniel Vieitez Martínez, Carlos Mondragón, Miguel Á. Martínez y Jaime Pérez. Selection Criteria for PPP Projects: Determinants of Value Generation in the Use of Public Resources (Value for Money). Inter-American Development Bank, septiembre de 2021. http://dx.doi.org/10.18235/0003615.

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The Discussion Papers PPP Americas 2021 are a series of documents written to prepare for PPP Americas tenth edition. The event is the most important forum on Public-Private Partnerships (PPP) of Latin America and the Caribbean (LAC), organized every two years by the Inter-American Development Bank (IDB). Driven by PPP Americas 2021, we gathered eight thematic groups were, with specialists, professionals, consultants, and scholars engaged directly in the preparation, identification, structuration, and management of PPP infrastructure projects in countries of the region. IDB specialists coordinated the groups to review the main hot topics on PPP projects for social and economic infrastructure, aiming to exchange experiences, debate successful cases and lessons learned. The present Discussion Paper, “Selection Criteria for PPP Projects,” collects the main conclusions and recommendations discussed by the group and intends to consolidate a knowledge exchange environment in infrastructure and PPP inside the region, offering best practices on infrastructure projects selection and value generation in the use of public resources in Latin America and the Caribbean.
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