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- Articles and reports: 88F0006X2002009Description:
This paper is based on information from the 2000 Survey of Electronic Commence and Technology (SECT) and explores organizational and technological changes in the domestic private sector between 1998 and 2000. The discussion contrasts the adoption rates of goods producing industries with service producing industries. The text also discusses the impact of employment size on adoption rates within these two sectors.
Information includes rates for training, subsequent to the introduction of organizational or technological change, followed by the type of technological change. Finally, data are broken down by major industrial group, within the goods producing and services producing sectors.
Release date: 2002-06-17 - Articles and reports: 88-003-X20020026370Geography: CanadaDescription:
Canadian firms are well aware of the benefits of using knowledge management (KM) practices and most of them incorporate some aspects of KM in their management toolkit. Knowledge sharing, creation, generation and maintenance are perceived as important to a firm's productivity.
Release date: 2002-06-14 - Articles and reports: 88-003-X20020026372Geography: CanadaDescription:
The public sector is often considered staid and unchanging. Based on recent findings, this perception may need to be updated. Four-fifths of Canadian public sector organizations introduced significantly improved organizational structures or management techniques between 1998 and 2000. This rate of introducing organizational change is twice that recorded by the private sector (38%). The public sector also led the private sector overall in the introduction of significantly improved technologies (85% versus 44%).
Release date: 2002-06-14 - 4. Are We Managing Our Knowledge? Results from the Pilot Knowledge Management Practices Survey, 2001 ArchivedArticles and reports: 88F0006X2002006Description:
The results of this pilot Knowledge Management Practices Survey indicate that most firms are managing some aspect of their knowledge. At present it appears that firms are more actively managing the transfer and sharing of knowledge within the firm and external knowledge that could directly bear on their markets. Knowledge management practices are seen as important tools in improving firms' competitive advantage and as a manner to unite workers in the goals of firms' strategic objectives. In fact, the majority of reasons found to be most important to the firms show a slant towards internalising knowledge and protecting the knowledge in place. Very few of the practices in use or the reasons or results of using the knowledge management practices indicated a strong willingness on the part of firms to share their knowledge with competitors or between work-sites.
Release date: 2002-04-19 - Articles and reports: 88-003-X20020016148Geography: CanadaDescription:
In September 2000, a small international group met to develop a survey on knowledge management. Creating the pilot questionnaire required a cooperative effort on behalf of survey taking experts, knowledge management specialists and policy analysts. Bringing together a preliminary questionnaire that met the basic requirements of a group of dynamic and outspoken experts, each with individual and collective objectives was not a simple task.
Release date: 2002-02-15 - Articles and reports: 88F0006X2002001Description:
This paper is based on information from the 2000 Survey of Electronic Commerce and Technology (SECT) (see Appendix for more details on the survey) and concentrates on the introduction of organisational and technological change in the public sector. To provide context, comparisons are made to the rates of introduction of organisational and technological change in the private sector. Rates of organisational and technological change in the public sector by employment size groups are presented. Finally, the paper concludes with a look at these changes in the public sector based on industrial classification.
Release date: 2002-01-31
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Articles and reports (6)
Articles and reports (6) ((6 results))
- Articles and reports: 88F0006X2002009Description:
This paper is based on information from the 2000 Survey of Electronic Commence and Technology (SECT) and explores organizational and technological changes in the domestic private sector between 1998 and 2000. The discussion contrasts the adoption rates of goods producing industries with service producing industries. The text also discusses the impact of employment size on adoption rates within these two sectors.
Information includes rates for training, subsequent to the introduction of organizational or technological change, followed by the type of technological change. Finally, data are broken down by major industrial group, within the goods producing and services producing sectors.
Release date: 2002-06-17 - Articles and reports: 88-003-X20020026370Geography: CanadaDescription:
Canadian firms are well aware of the benefits of using knowledge management (KM) practices and most of them incorporate some aspects of KM in their management toolkit. Knowledge sharing, creation, generation and maintenance are perceived as important to a firm's productivity.
Release date: 2002-06-14 - Articles and reports: 88-003-X20020026372Geography: CanadaDescription:
The public sector is often considered staid and unchanging. Based on recent findings, this perception may need to be updated. Four-fifths of Canadian public sector organizations introduced significantly improved organizational structures or management techniques between 1998 and 2000. This rate of introducing organizational change is twice that recorded by the private sector (38%). The public sector also led the private sector overall in the introduction of significantly improved technologies (85% versus 44%).
Release date: 2002-06-14 - 4. Are We Managing Our Knowledge? Results from the Pilot Knowledge Management Practices Survey, 2001 ArchivedArticles and reports: 88F0006X2002006Description:
The results of this pilot Knowledge Management Practices Survey indicate that most firms are managing some aspect of their knowledge. At present it appears that firms are more actively managing the transfer and sharing of knowledge within the firm and external knowledge that could directly bear on their markets. Knowledge management practices are seen as important tools in improving firms' competitive advantage and as a manner to unite workers in the goals of firms' strategic objectives. In fact, the majority of reasons found to be most important to the firms show a slant towards internalising knowledge and protecting the knowledge in place. Very few of the practices in use or the reasons or results of using the knowledge management practices indicated a strong willingness on the part of firms to share their knowledge with competitors or between work-sites.
Release date: 2002-04-19 - Articles and reports: 88-003-X20020016148Geography: CanadaDescription:
In September 2000, a small international group met to develop a survey on knowledge management. Creating the pilot questionnaire required a cooperative effort on behalf of survey taking experts, knowledge management specialists and policy analysts. Bringing together a preliminary questionnaire that met the basic requirements of a group of dynamic and outspoken experts, each with individual and collective objectives was not a simple task.
Release date: 2002-02-15 - Articles and reports: 88F0006X2002001Description:
This paper is based on information from the 2000 Survey of Electronic Commerce and Technology (SECT) (see Appendix for more details on the survey) and concentrates on the introduction of organisational and technological change in the public sector. To provide context, comparisons are made to the rates of introduction of organisational and technological change in the private sector. Rates of organisational and technological change in the public sector by employment size groups are presented. Finally, the paper concludes with a look at these changes in the public sector based on industrial classification.
Release date: 2002-01-31
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