Experts in organizations : a knowledge-based perspective on organizational change /

Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Hatchuel, Armand
Otros Autores: Weil, Benoît
Formato: Electrónico eBook
Idioma:Inglés
Francés
Publicado: Berlin ; New York : Walter de Gruyter, 1995.
Colección:De Gruyter studies in organization ; 63.
Temas:
Expert systems (Computer science) > Industrial applications.
Production engineering > Automation.
Expert systems (Computer science) > Industrial applications > Case studies.
Systèmes experts (Informatique) > Applications industrielles.
Technique de la production > Automatisation.
Systèmes experts (Informatique) > Applications industrielles > Études de cas.
TECHNOLOGY & ENGINEERING > Automation.
Expert systems (Computer science) > Industrial applications
Production engineering > Automation
Wissenserwerb
Expertensystem
Unternehmen
Organisatorisches Lernen
Expertsystemen.
Industriële bedrijven.
Case studies
Acceso en línea:Texto completo
Tabla de Contenidos:
  • Acknowledgements
  • Introduction
  • 1 Expertise faced with diversity
  • 2 Expertise as an object of management
  • 3 Expert systems: a questionable development
  • 4 Two ways of dealing with the same material
  • Part I
  • Chapter 1. Exploring expertise. Objectives and materials of a study
  • 1 Expert systems: the attributes of an approach
  • 1.1 Elements of the method
  • 1.2 A new management technique
  • 2 Expert systems: a vehicle in the domain of expertise
  • 3 Research material: expert systems in the industrial world
  • 3.1 Naval: a paradoxical experience
  • 3.2 Long-term follow-up of projects3.3 A methodology for monitoring projects
  • 3.4 Three basic hypotheses: rationalization with a participatory nature
  • Chapter 2. Artisan, repairer, strategist. Different facets of expertise
  • 1 Knowledge and reasoning: where is the boundary?
  • 1.1 A practical but limiting distinction
  • 1.2 Classification of expert systems: getting back to the nature of expertise
  • 2 “Doing know-howâ€? or the artisanâ€?s expertise
  • 2.1 The preparation of routings for metal processing
  • 2.2 The representation of “doing know-howâ€?: a typical structure for expert systems2.3 The role of calculations and technological models
  • 3 “Understanding know-howâ€? or the repairerâ€?s expertise
  • 3.1 “Doing know-howâ€? and “understanding know-howâ€?
  • 3.2 Cornélius: maintaining a flexible cell
  • 3.3 Appropriate knowledge for diagnosis: the development of a suitable physiology
  • 4 “Combining know-howâ€? or the strategistâ€?s expertise
  • 4.1 Naval: planning the use of oilrigs
  • 4.2 The GESPI project: untangling the web in a large station
  • 4.3 Technology and expertise5 A paradigm for multiple expertise?
  • Chapter 3. Life of Expertise and Metamorphosis of actors. Birth, crises and development of expert systems
  • 1 Birth of the project: myths and innovators
  • 1.1 Mythologization of an industrial problem
  • 1.2 Innovators: specialists or interveners?
  • 2 Experts in organizations: nature of expertise and position of the actors
  • 2.1 Workshop planners: a trade born with Taylorism
  • 2.2 Station traffic planners: logic of the station
  • 2.3 Maintenance specialists: organizing expertise hierarchically
  • 2.4 Scheduling oilrigs: experts or negotiators?3 Dynamics of the projects: multiple lines of transformation
  • 3.1 TOTEM: the basis of a new engineering science
  • 3.2 GESPI: from station traffic planner to network planner
  • 3.3 Cornelius: the problem of transferring expertise
  • 3.4 Naval: the loss of actors and their expertise
  • 4 Organizational change: production of expertise and metamorphosis of actors
  • 4.1 The limits of organization seen as a game
  • 4.2 Production of expertise and control of the framework of collective action

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