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MIS 500 Management Information Systems-DQs Part-A Toronto-based Mercedes-Benz, Canada, with a network of 55 dealers, did not know enough about the customers. Dealers provided customer

MIS 500 Management Information Systems-DQs

Part-A

Toronto-based Mercedes-Benz, Canada, with a network of 55 dealers, did not know enough about the customers. Dealers provided customer data to the company on an ad hoc basis. Mercedes did not force dealers to report this information. There was no real incentive for dealers to share information with the company. 1. What is the role of knowledge management and knowledge management programs? a. Define knowledge management and explain its value to businesses. b. Describe the important dimensions of knowledge. c. Distinguish between data, knowledge, and wisdom and between tacit knowledge and explicit knowledge. d. Describe the stages in the knowledge management value chain.

2. What types of systems are used for enterprise-wide knowledge management and how do they provide value for businesses? a. Define and describe the various types of enterprise-wide knowledge management systems and how they provide value for businesses. b. Describe the role of the following in facilitating knowledge management portals, wikis, social bookmarking, and learning management systems.

Part-B

Caterpillar is the world's leading maker of earth-moving machinery and supplier of agricultural equipment. Caterpillar wants to end its support for its Dealer Business System (DBS), which it licenses to its dealers to help them run their business. The software in this system is becoming outdated and senior management want to transfer support for the hosted version of the software to Accenture Consultants so it can concentrate on its core business. Caterpillar never required its dealers to use DBS, but the system has become a de facto standard for doing business with the company. The majority if its 50 Cat dealers in North America use some version of DBS, as do about the half of the other too or so Cat dealers in the rest of the world. Before Caterpillar turns the product over to Accenture, they call you in as a change consultant.

1. What factors and issues should it consider? What are the pluses and minuses?

2. What questions should it ask?

3. What questions should it ask its dealers?

4. How would you recommend that Caterpillar implement this change?

[You are requested to CITE your sources and put REFERENCES for the relevant resources used while answering]

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