Which Best Practice Is Ruining Your Business?

For many decades, newspapers were big; printed on the so-called broadsheet format. However, it was not cheaper to print on such large sheets of paper — that was not the reason for their exorbitant size — in fact, it was more expensive, in comparison to the so-called tabloid size. So why did newspaper companies insist on printing the news on such impractical, large sheets of paper? Why not print it on smaller paper? Newspaper companies, en masse, assumed that “customers would not want it;” “quality newspapers are broadsheet.” Read more

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Rural Women’s Survivalist Livelihoods and State Interventions in Ga-Ramogale Village, Limpopo Province

Abstract:  Women constitute the majority of rural dwellers experiencing the worst effects of poverty while carrying the responsibility of securing a living for their households. Historically, rural women have practised a multiplicity of livelihoods that have always remained survivalist and less effective in generating cash income. Read more

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Implicit Evaluations of Intellectual Capital in Practical Decision Making

A lot of the confusion about the measurability of intellectual capital can be explained by a neglect of the difference between an object, the capital it provides, and the profit from the application of this capital. An analysis of this difference leads tothe distinction between the potential of intellectual capital for economic process and its actual realization. Case studies from different areas of managerial practice show that decision making about intellectual capital considers it both in the mode ofpotentiality and actuality. Read more

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Developing organisational decision-making capability: a knowledge manager’s guide

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Abstract

Purpose – Decisions are integral to daily business practice. Sound and agile decision making is argued to be a core strategic capability. Knowledge helps avoid the consequences of ill-informed decisions. Facts and expertise provide content; know-how about the pitfalls and requirements of thinking through problems in different contexts contributes to sound process. This paper seeks to offer a staged framework to guide organisational discussions about how knowledge management (KM) can contribute to better decision-making capability. Read more

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