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Saturday, March 21

  1. page Critiques edited ... {Intergenerational Gap & it impact on business FINAL 3-19-09.doc} David Sarikh Test {…
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    David Sarikh
    Test
    {Competing_on_Knowledge.pdf}
    Jenny

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    Critique film Industry
    {Film Industry.docx}
    ~David Sarikhan
    Intergerational Gap
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    ~David Sarikhan
    Intergerational Gap
    {Intergenerational Gap & it impact on business FINAL 3-19-09.doc}
    David Sarikh

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  4. page Critiques edited ... {Tacit knowledge.doc} {A resource-based view of the firm.pdf} Critique film Industry {In…
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    {A resource-based view of the firm.pdf}
    Critique film Industry
    {Intergenerational Gap GLOBAL & RESEARCH MODEL 3-17-09.doc}
    ~David Sarikhan

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Tuesday, March 17

  1. page home edited David Generation Gap and Its affect on BusinessDavid Intergenerational Gap Intergenerational …

    DavidGeneration Gap and Its affect on BusinessDavid Intergenerational Gap
    Intergenerational filter, intergenerational gap, and their impact on business
    ...
    Spring 2009
    II.

    II.
    Chapter 3
    WHAT IS THE RELATIONSHIP BETWEEN DIVERSE GENERATIONAL PERCEPTIONS WITH PERFORMANCE OF THE FIRM?
    Research Questions
    III. Chapter 3
    Applicable Paradigm(s) (Literature)
    ...
    Strategic Information
    o Mentality Filter (page 60 on Implementing Strategic Management (by Dr. Igor Ansoff)
    · Text Generation Gap: U R 2 Old (JK) (New York Times March 9, 2008)
    ...
    The mindset creates perception impacting both strategic formulation and performance of the firm concluding that the Periodic mindset sets tone for the rest of person’s life. It sets a tone for the kind of food to eat, the kind of music to listed, all likes and dislikes, the kind of technology to use, the kind of custom to follow as well as the kind of attitude, value and belief to have. These characteristics have tremendous impacts on the performance of the firms.
    IV. The Research Model
    ...
    to p-5.
    Proposition

    Proposition
    1: The
    ...
    firm performs.
    The larger the gap the lesser the firm performs.
    The gaps has inverse relationship with firms performance
    ...
    Chapter 6
    Research Strategy
    The selected research is to research from available literature and interview of the authors on the subjects of Generational gap.
    ...
    Chapter 7
    Hypotheses

    Hypotheses
    / Propositions
    Generational Mindset (filter)
    Proposition 1: The Environment Creates mindset filter resulting the Mindset
    ...
    Intergenerational Gaps
    · Seniors and The Forgotten Generational Gap
    ...
    Generational Gap
    · Boomers and Generation X Generational Gap
    · Generation X and Echoboomers Generational Gap
    ...
    X. Chapter 10
    Summary of this Project
    ...
    societal norms.
    Knowing that there is no transfer of Mindset and perception between the generations, the mindset of previous generation has no value to the recent generation, and it is difficult if not impossible to bridge the generations’ gap, how can we close the intergenerational gaps? The best way to close the gap between the generation is not closes the gap (not possible). But to be present where the other generations are coming from, understanding and taking proper actions that how the communication is going to land on recipient side that happens to be from another generation. The information transfer would be colored with proper generational characteristics then the intergenerational gap is narrowed.
    Unless the intergeneration gaps are narrowed, it makes it difficult to get the things done in the firm.
    (view changes)
    12:13 pm
  2. page home edited BUS 8020 Wiki Dr. Louise Kelly Marshall Goldsmith David Intergenerational Gap & Its impac…

    BUS 8020 Wiki
    Dr. Louise Kelly
    Marshall Goldsmith
    David Intergenerational Gap & Its impact on business
    Intergenerational filter, intergenerational gap, and their impact on business
    BUS 8020, Strategic Information, Alliance International University' Spring 2009
    II. Chapter 3
    WHAT IS THE RELATIONSHIP BETWEEN DIVERSE GENERATIONAL PERCEPTIONS WITH PERFORMANCE OF THE FIRM?
    Research Questions
    III. Chapter 3
    Applicable Paradigm(s) (Literature)
    · Strategic Information
    o Mentality Filter (page 60 on Implementing Strategic Management (by Dr. Igor Ansoff)
    · Text Generation Gap: U R 2 Old (JK) (New York Times March 9, 2008)
    · Closing the Generation Gap between Youth, Business
    School and Business through Learning–by-Sharing Combining Academic Rigor and Practical Relevance
    · Closing Generation gap – BizTimes
    · Tips offered to close the generation gap in the workplace
    · Failure to communicate: Survey reveals big generation gap in the workplace.
    Bridge the generation gap in business
    IV. The Global Model
    The environment containing technology, custom, music Socio-Economic and political trends, attitudes, values, and beliefs follows the Minded Filter create generation mindest. This mindset happens between twelve (12) to seventeen (17) years
    of Management
    Dear Students
    age and gets lock in human mind mapping the human mind for the rest of BUS8020 Sp '09,
    Please create
    remaining life personal life.
    The mindset creates perception impacting both strategic formulation and performance of the firm concluding that the Periodic mindset sets tone for the rest of person’s life. It sets
    a page withtone for the topickind of your paper, please put your first namefood to eat, the kind of music to listed, all likes and dislikes, the themekind of technology to use, the paperkind of custom to follow as your title. We will leave the papers from last term,well as we are just adding to the knowledge already created in this course.
    If you
    kind of attitude, value and belief to have. These characteristics have any questions please contact Abe (in our class) or Roberto Buenano at rbuenano@alliant.edu
    Cheers,
    Louise
    Strategy Implementation dissertation defense feb2008.ppt
    Join
    tremendous impacts on the main Alliant Wiki and then join our wiki. Just followperformance of the directionsfirms.
    IV. The Research Model
    The Research Model shows the propositions
    from this 2-minute video.
    Instructions & How-to:
    1st
    P-1 to do: Please change your password by using "My Account" atp-5.
    Proposition 1: The Environment Creates mindset filter resulting
    the top if your account was automatically created. That way,Mindset. There are gaps between the mindsets, which we will have a more secure wiki :-).
    Please use
    try to close. However it is not possible to close these gaps do to social-economical experience that the Navigation areaperson had at the time of growing up. These gaps have almost impact on strategic formulation and the left side to explorefirm’s performance. The larger the site. Feel free to add togap the navigation area.
    Explanation about wiki in plain English
    less the firm performs.
    The larger the gap the lesser the firm performs.
    The gaps has inverse relationship with firms performance
    VI. Chapter 6
    Research Strategy
    The selected research is to research
    from Common Craft.
    Quick How-to:
    You
    available literature and other contributors can add content to pages by usinginterview of the 'edit' link atauthors on the topsubjects of every page.
    You and other contributors can also comment on pages using
    Generational gap.
    VII. Chapter 7
    Hypotheses / Propositions
    Generational Mindset (filter)
    Proposition 1: The Environment Creates mindset filter resulting
    the 'discussion' link atMindset
    Proposition 2: There is an Intergenerational Mindset (filter) that sets
    the topgeneration apart from one another (No two generational Mindsets are the same. One size generation does not fit all).
    · Proposition 2.1: Seniors Generation Mindset
    · Proposition 2.2: The Forgotten Generation Mindset
    · Proposition 2.3: Boomer Generation Mindset
    · Proposition 2.4: Echoboomers Generation Mindset
    · Proposition 2.1: Millenniums Generation Mindset
    Proposition 3. Knowledge does not transfer between generations due to Generation Mindset (filter)
    Proposition 4. The Generational Mindset Creates Perception resulting the Generational Perception
    Proposition 5: Diverse Generational Perception has inverse relationship with Performance
    of every page.
    You
    the Firm.
    VIII. Chapter 8
    Intergenerational Gaps
    · Seniors
    and other contributors can review changes on pages by usingThe Forgotten Generational Gap
    · The Forgotten and Boomers Generational Gap
    · Boomers and Generation X Generational Gap
    · Generation X and Echoboomers Generational Gap
    · Echoboomers and Millennium Generational Gap
    X. Chapter 10
    Summary of this Project
    A generation gap is
    the 'history' link at the topdifferences between people of every page.
    You
    a younger generation and other contributorstheir elders. This can receive notification on page and/or discussion changes through email or RSSbe defined as occurring "when older and younger people do not understand each other because of their different experiences, opinions, habits and behavior. The differences between the two generations grew significantly in comparison to previous times, particularly with respect to such matters as musical tastes, fashion, drug use, culture and politics. This may have been magnified by using the 'notify me' link at the topunprecedented size of every page. You can also receive site-wide notifications.
    Instructions on how
    the young Baby Boomer generation, which gave it unprecedented power, influence, and willingness to use Alliant Wiki, powered by Wikispaces. Available wiki features.
    Tips
    rebel against societal norms.
    Knowing that there is no transfer of Mindset
    and limitations:
    Please note your contributions with your name or shorthand at
    perception between the endgenerations, the mindset of previous generation has no value to the paragraph.
    Image editing in WYSWYG view
    recent generation, and it is difficult if not working well at the moment, so use Text Editorimpossible to insert images. If you are adding pictures,bridge the easiestgenerations’ gap, how can we close the intergenerational gaps? The best way is to use images that already have correct sizes that you'd like to have.
    Built-in spell checker
    close the gap between the generation is only available in Firefox browser.
    No easy way
    not closes the gap (not possible). But to change font colors in Visual Editor view.
    When editing pages, just keep
    be present where the following rules in mind.
    If you have a regular wikispace account before, it will not work on
    other generations are coming from, understanding and taking proper actions that how the Alliant Wiki site, whichcommunication is a private label sitegoing to land on recipient side that happens to be from another generation. The information transfer would be colored with its own registration.
    This site is part of
    proper generational characteristics then the Alliant Wiki, powered by Wikispaces. The serviceintergenerational gap is currently in an experimental beta and we cannot yet guaranteenarrowed.
    Unless
    the availability or quality of the site. Weintergeneration gaps are doing everythingnarrowed, it makes it difficult to ensure a positive experience for our users. Thanks for your patience and support. fromget the Teaching and Learning Institute, Information Technology Department at Alliant International Universitythings done in the firm.
    (view changes)
    12:07 pm

Thursday, March 12

  1. msg Critique: Knowledge and culture sharing in the film industry message posted Critique: Knowledge and culture sharing in the film industry Critique of Knowledge and culture sharing in the film industry: The concept of the authors …
    Critique: Knowledge and culture sharing in the film industry

    Critique of
    Knowledge and culture sharing in the film industry:


    The concept of the authors is to present the knowledge, culture sharing, sharing problems, and their impact on the film industry. The author describes the previously identified factors may impact on the question of how knowledge sharing happens in different environment? The author continues the research by answering three questions:
    1. What is the nature of knowledge sharing in the film industry (Tacit or explicit)
    2. What is the difference between information flow and flow of knowledge sharing?
    3. What factors either enable or inhibit this sharing of knowledge?

    The author tries to get the mechanics of the knowledge sharing by describing the background of the film industry, its competitive environment, and expands (with examples) by describing the following topics:

    · Measuring knowledge sharing,
    · Collaboration or communication,
    · What is the theory predict?
    · Individual factors:
    · Position of individuals in the network
    · Network propersecures
    · Propersecures of the knowledge shared
    · Relationship and secures
    · Secure strength
    · Secure range
    · Common knowledge
    · Organizational proper secure
    · The issue of trust
    · Relationships between factors
    · Diversity and common knowledge
    · Knowledge type and secure strength
    · Organization and trust

    Author concludes that communication between knowledge workers, professionals and artist is not knowledge sharing but mere transmission of facts and information. The shared knowledge is tacit knowledge; the financial reward is not a factor that enables knowledge sharing.

    The author’s idea is descriptive; the empirical support for the author’s ideas is based on other studies not detailed in this writing. Under the present US Film Industry conditions (based on my limited knowledge of this industry), the author’s idea seems to be valid and convincing.

    The way I assess this study based on my own experience is to provide what I see is missing. What missing is the strategic knowledge management paradigm, prescriptive aspect of knowledge management, showing figurative process of knowledge sharing, and other factors impact on the knowledge sharing in this industry.

    The way I critique this study is the following:
    I would change the initial questions to help the readers to understand:
    1. The knowledge flow and knowledge transfer
    2. How to improve their knowledge sharing in the film industry
    3. What process they might to take to improve their strategic knowledge sharing
    4. What kinds of hindering elements mingt prevent their business success and their knowledge sharing process

    In my own life experience, the good communication is the key ingredient to convert explicit to tacit knowledge to use in any industry to maximize the information flow in interdepartmental setting of the firm. This maximizes the firm’s and the individuals’ goal achievement by use of this concept.

    In my organizational life, the knowledge-sharing path should be free of fear of demotions and loss of jobs. So all personnel and departments share the best knowledge in the quickest way possible to improve firm stability and sustainability.

    Individuals in the outside of the film industry will be willing to share knowledge with this industry when communication and knowledge-sharing process is structured to promote the knowledge sharing.

    What is interesting to me is that there are so many unknown factors (were unknown to me) impacting the knowledge sharing in the film industry just like any other industry. This is not unique for the film industry alone.

    In my own personal studies, I have awareness of the knowledge sharing impacts. I will provide pathway to implement some kind of knowledge sharing process in my own studies.


    In the Development of strategic management paradigm, I would consider using the followings.

    I would suggest the use of this paradigm (Figure 1) that contributes, builds onto, and not conflicts or opposes to some previous author’s work of strategic knowledge-sharing paradigm.




    Figure 1.
    Strategic Knowledge-Sharing Paradigm.





    (2)Explicit Knowledge
    1
    1
    (1) External 1
    Envionment ---> (3) Tacit knoledge <----> (4) Knowledge Sharing
    Knowledge 1
    1
    1
    (5) Organizational Culture














    Paradigm component and descriptions:

    1. (1) External Environment Knowledge influences (2) Explicit, (3) Tacit Knowledge, and (5) Organizational Culture
    2. (2) Explicit causes and have strong influence on (3) Tacit Knowledge through process of internalization and externalization
    3. (3) Tacit Knowledge and (4) Knowledge sharing are continuously improve and complete each other
    4. (5) Organizational Culture causes and have strong influence on (3) Tacit Knowledge and (4) Knowledge sharing and their process while improving and completing each other

    Dependent Variables
    Dependent variables
    Influence
    Cause and strong influence



    Please note that I do not know what the RBV stands for to relate or not to relate this study.
    5:50 am

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