With the growth and the increasing complexity of digital resources, it is clear that individuals may have to depend on various types of information management tools to organize and retrieve information needed to carry out their personal or professional tasks. With new web applications, "users are provided with the tools and platforms to undertake their own collaborative content creation and distribution". However, it may also worsen the information retrieval problems, for more information resources means higher needs for proper management in order to find needed information in the right format at right time. We assume that user's PIM behavior with PCs will have impact on how they will perform PIM in other environments. There is a need to reassess the existing PIM tools and testing formerly claimed theories of PIM behavior in the context of today's digital information environment. This paper reports on the findings of a survey conducted with 118 computer users to investigate their information organization and retrieval strategy and the factors that affect their choices of adopting different strategies. The results should shed some light of personal information behavior that may aid the design and implementation of the future PIM tools that optimize advanced technology.

This study investigates the contribution of electronic word-of-mouth (eWOM) to the sales of music albums. We conducted an empirical investigation of twenty-two music albums for a period of eleven consecutive weeks. eWOM was identified as an uncertainty-reducing element in consumer decision-making. Generally, the research hypotheses were partially supported using a multivariate linear regression model. We also found a stronger correlation between some eWOM channels and sales compared to other channels. eWOM has traditionally been considered an unstructured and ad-hoc source of sentiment. Our results suggest that eWOM generated in social networking when analysed appropriately is a fairly reliable predictor of market success. It is effective as a tacit suggestion, recommendation, or referral element with viral network effects. The intended contribution of this work is in identifying eWOM as a significant information contributor in the digital marketplace.

The members of panel will discuss the opportunities information professionals who are able to work closely and challenges facing knowledge management education.with the knowledge workers, understand their needs and The panel will share their experiences in the development communicate their concerns to the management of the of four knowledge management programs at Kent State organization. Knowledge professionals will help University, Dominican University, University of organizations identify opportunities, deal with Oklahoma, and Nanyang Technological University in competition, generate synergy, and create a knowledgeSingapore.sharing environment. Today's organizations are faced with many challenges, such as producing the desired objectives (efficacy), solving the right problems (effectiveness), and using the minimal quantity of resources (efficiency) in a competitive and complex environment. Among other necessities, organizations have to identify knowledge sources and assess their value when possible. They need to be proactive and/or adapt to the rapid pace of change. They should be able to recognize the needs of their costumers or users and be able to develop or adapt mechanisms that permit them to measure their intellectual capital and build the technological infrastructure that would facilitate knowledge sharing and utilization. Organizations also need assess and create a culture that allows knowledge sharing, socialization, collaboration, and the creation of communities of practice.Knowledge workers and knowledge professionals are an important, if not vital, component of the knowledge organization. Regardless of the industry, type of organization (profit or nonprofit organization), or the business sector, they all require a new breed of Traditionally, information professionals' roles were limited to the identification, acquisition and organization of explicit knowledge or information. Today, that role is being expanded to include other forms of knowledge activities--tacit and implicit knowledge in the form of skills and competencies. Tacit knowledge is personal and gets transferred through human interaction, training, observation and replication in different environments. It can only be shared by socialization, interaction and training, and it requires interpersonal communication. As knowledge professionals need to deal with human resource issues as well as organizational issues, a new set of skills and competencies are needed. Such skills and competencies require a multidisciplinary program and cannot be catered for by one single discipline. Disciplines involve include information technology, information science, communication and cognitive science, and business and management.At the moment, most knowledge management practitioners and self -proclaimed experts come from various backgrounds with different levels of skills and 2004

The organisation of knowledge for exploitation and re-use in the modern enterprise is often a most perplexing challenge. The entire knowledge management life-cycle (for example-create, capture, organize, store, search, and transfer) is impacted by the organisation of intellectual capital into a corporate taxonomy or at the least a knowledge map (often incorrectly used interchangeably). Determining the extent to which such an objective is achieved is the focus of what is known as a knowledge audit. In this practice-oriented article, the authors review the fundamentals of creating a taxonomy, the use of meta-data in a necessary process known as classification and the role of expertise locators where the knowledge is not explicit but resides within experts in the form of tacit knowledge. The authors conclude with a framework for developing a corporate taxonomy and how such a project may be executed. The conceptual contribution of this article is the postulation that corporate tqaxonomies that are designed to facilitate knowledge audits lead to greater organizational impact.

Besides authors of classic management who devoted ample works to comprehend coordination, comparatively hardly any other scholar has given a meticulous consideration to the coordination problem in organizations. Coordination is a necessity when two or more entities are interdependent and have to interact to achieve objectives, and essentially, it is the integration of independent endeavors to achieve collective objectives. Individuals and teams need to share their resources, skills, and knowledge to carry out complex tasks and achieve shared goals. In other words, individuals and teams are interdependent. A number of the mechanisms of coordination are profoundly entrenched on social routines and rituals, which complicates the effort to understand its nature. This article conceptualizes mechanism of coordination using the Viable System Model (VSM) as an organizational framework. The Viable System Model also provides a platform that allows to show the coordination mechanisms in the organizational context. While VSM includes coordination processes, it is not very specific, and coordination issues involve the whole organization and cannot be addressed only with feedback and control mechanisms. Consequently, an application that allows extending the usual context of the VSM is discussed. The amalgamation of these concepts is applied to the specific subject, the problem of coordination, having project management as an illustration. Although information and communication technologies (ICTs) have contributed in the praxis to reduce coordination problems, little effort has been undertaken to understand this phenomena. To bridge this knowledge gap, the present article addressed partially this necessity, using project management as an example.