Improving productivity by developing knowledge management practices for a consulting company

The objective of the research was to identify knowledge conversion states in consultancy sales and delivery processes for the company’s one business unit, to know where to store certain types of information and knowledge, and to create best practices for the company’s knowledge management activities in the selected business processes. The used research methodology was action research. The current business processes were analyzed by interviewing people involved in them. The results were documented and catego- rized, and based on them the target states of the processes were developed. Knowledge man- agement activities were integrated to the business processes. The main findings of the research were that roles and responsibilities in the processes were not clear to people, information systems did not fully support individuals and time was wasted searching for information and knowledge. There were also many variations of how the processes actually realized, which affected the overall quality of the process. The conclusions of the research were that knowledge management activities should be high- lighted in businesses where knowledge workers are the main assets of the company. Knowledge management practices can be supported by company culture, leadership and in- formation systems. However, one main factor is each individual’s willingness to share knowledge. By integrating knowledge management activities to business processes and hav- ing information systems supporting knowledge management, individual productivity can be improved.

Increased profitability and efficiency by improving the Meetings & Events Category S2P-process – Case Company

The purpose of this research was to examine the most optimal way to arrange meetings and events management and source to pay –process in a global company. The research is a qualitative multi-method case study and is a commission from a global company. The theoretical framework of this research structures around two approaches. First approach focus on a purchasing strategy and management that shows the current role of procure-ment and introduce different ways to organize purchasing functions. Second approach focus on purchasing process management and improvement methods. Annual spend analyze, external and internal interviews and internal survey were done to gain compre-hensive knowledge about the current state of operations and possible solutions. Gathered data were then combined to theoretical framework in order to create optimal solution for the case company. Based on the research a source to pay –process and global policy for meeting and event category was created. The solution includes all relevant matters that are needed in order to secure efficient and profitable operations. The results show that optimal way to arrange meetings and events structures around standardized source to pay –processes, central-ized procurement, preferred supplier and clearly defined roles and responsibilities be-tween different stakeholders.

Letter to S.D. Woodruff signed by Wm. Shelley, treasurer of the Jarvis-Conklin Mortgage Trust Company

Letter (1 page, typed) to S.D. Woodruff asking for the papers for the Crick loan. This is signed by Wm. Shelley, treasurer of the Jarvis-Conklin Mortgage Trust Company. The letter is torn, has holes in it and is somewhat crumpled and stained. This does not affect the text, June 7, 1887.

Letter to S.D. Woodruff which accompanied the payment on the John Schmidt loan signed by S.L. Conklin, assistant secretary of Jarvis-Conklin Mortgage Trust Company

Letter to S.D. Woodruff (1 page, typed) which accompanied the payment on the John Schmidt loan signed by S.L. Conklin, assistant secretary of Jarvis-Conklin Mortgage Trust Company, July 9, 1889.

Amount paid to Frederick Holmes by the Welland Railway Company

Amount paid to Frederick Holmes by the Welland Railway Company for 26 days of service during February, March and April for excavations made at Port Dalhousie (1 page, handwritten). This is signed by S.D. Woodruff, Aug. 28, 1860.

Flyer entitled Long Point Company which was written by Edward Harris

Flyer entitled Long Point Company which was written by Edward Harris (2 printed pages). There are 2 copies of this flyer. One is addressed to S.D. Woodruff and the other is addressed to Joseph Woodruff, May 28, 1879.

Military laws of the united states; including those relatingto the Marine Corps, to which is prefixed the Constitution of the United StatesComplied by Colonel Trueman Corss, U.S. Army

UANL

Can company-fund manager meetings convey informational benefits? Exploring the rationalisation of equity investment decision making by UK fund managers

Conventional economic theory, applied to information released by listed companies, equates ‘useful’ with ‘price-sensitive’. Stock exchange rules accordingly prohibit the selec- tive, private communication of price-sensitive information. Yet, even in the absence of such communication, UK equity fund managers routinely meet privately with the senior execu- tives of the companies in which they invest. Moreover, they consider these brief, formal and formulaic meetings to be their most important sources of investment information. In this paper we ask how that can be. Drawing on interview and observation data with fund managers and CFOs, we find evidence for three, non-mutually exclusive explanations: that the characterisation of information in conventional economic theory is too restricted, that fund managers fail to act with the rationality that conventional economic theory assumes, and/or that the primary value of the meetings for fund managers is not related to their investment decision making but to the claims of superior knowledge made to clients in marketing their active fund management expertise. Our findings suggest a disconnect between economic theory and economic policy based on that theory, as well as a corre- sponding limitation in research studies that test information-usefulness by assuming it to be synonymous with price-sensitivity. We draw implications for further research into the role of tacit knowledge in equity investment decision-making, and also into the effects of the principal–agent relationship between fund managers and their clients.

Review of Laws and Societies in the Canadian Prairie West, 1670-1940 Edited by Louis A. Knafla and Jonathan Swainger

For all intents and purposes, the settlement of the Canadian prairie was the founding of a new society using materials brought to the new land along with those close at hand. Of course, preexisting aboriginal society had to be supplanted in the course of this founding. In both the supplanting and the founding, the rule of law as we currently know it was a principal means and end of the settlement process.

Arctic network builders : the Arctic Coal Company's operations on Spitsbergen and its relationship with the environment

In 1906, two American industrialists, John Munroe Longyear and Frederick Ayer, formed the Arctic Coal Company to make the first large scale attempt at mining in the high-Arctic location of Spitsbergen, north of the Norwegian mainland. In doing so, they encountered numerous obstacles and built an organization that attempted to overcome them. The Americans sold out in 1916 but others followed, eventually culminating in the transformation of a largely underdeveloped landscape into a mining region. This work uses John Law’s network approach of the Actor Network Theory (ANT) framework to explain how the Arctic Coal Company built a mining network in this environmentally difficult region and why they made the choices they did. It does so by identifying and analyzing the problems the company encountered and the strategies they used to overcome them by focusing on three major components of the operations; the company’s four land claims, its technical system and its main settlement, Longyear City. Extensive comparison between aspects of Longyear City and the company’s choices of technology with other American examples place analysis of the company in a wider context and helps isolate unique aspects of mining in the high-Arctic. American examples dominate comparative sections because Americans dominated the ownership and upper management of the company.