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nitions, brings about focus, and builds working relationships that will help both efforts succeed. Returning to our example, how would we provide focus and create synergy between e-business (eB) and knowledge management (KM)? The focus of KM is on intellectual capital (with KM viewed as a process for optimizing the effective application of intellectual capital to achieve organizational objectives), and that means people; while eB is the interchange and processing of information via electronic techniques for accomplishing transactions based upon the application of commercial standards and practices. These definitions reflect a common focus viewed through different lenses. Continuing the analogy, both eB and KM bring with them a focus on processes. KM provides a methodology for creating processes within the organization to promote knowledge creation and sharing---processes that build on total quality and business process reengineering concepts. In like manner, an integral part of implementing eB is the application of business process improvement or reengineering to streamline business processes prior to the incorporation of technologies facilitating the electronic exchange of business information. KM, implemented by and at the organizational level, and supporting empowerment and responsibility at the individual level, focuses on understanding the knowledge needs of an organization and the sharing and creation of knowledge through communities and Web-enabled collaboration, connecting people. The knowledge systems supporting these communities, based on interoperability concepts to ensure enterprise-wide sharing, build on information management, taking into account the human factor. While both KM and eB are in the business of information exchange, the KM focus is specifically on the knowledge sharing aspect of this exchange. This focusing of KM and eB---or setting of limits---provides a rich fabric for the two strategic efforts to complement each other and for the organization to recognize that both efforts offer synergistic opportunities for long-term success.

分享新想法,言语,行为——Share New Ideas, Words, and Behaviors

Thinking in new ways demands new words, or putting old words together in new ways, to communicate new thinking; and those new words (or combinations of old words) drive new behaviors. In like manner, new behaviors drive new thinking and new words. As early as 1784 Hugh Blair identified a clear, close alliance between thought and language, 'Thought and Language act and re-act upon each other mutually' (Erlbaum, 1982). Later theorists such as Brown, Black, Bloomfield, Skinner, Quine, Popper, Wittgenstein and Whorf regarded language as a major form of behavior, a significant entity in its own right. Emig (1983) contended that language is a powerful, if not unique, way of constructing reality and acting on the world. While the theoretical tapestry that builds relationships among thinking, language, and actions is varied and inconclusive, it is clear that there is a relationship, and that effective use of words and understanding the concepts these words represent has the potential to affect thoughts and behaviors.

As an example, take the concepts of clustering and clumping. While these words have long been a part of Webster's collection, the way they are used in forward-thinking organizations today drives a 本论文由英语论文网提供整理，提供论文代写，英语论文代写，代写论文，代写英语论文，代写留学生论文，代写英文论文，留学生论文代写相关核心关键词搜索。