William R. King – författare

Written by Lab, Williams, Holcomb, King, and Buerger, Explaining Criminal Justice is the first brief survey text designed for students entering the field of criminal justice who lack a criminal justice background.This primer's helpful shorthand presentation will be useful to students in a variety of ways:* Defines key terminology and issues in an easily understood format.* Offers a basic understanding of the component parts of the criminal justice system and how they interrelate.* Provides coverage of all major issues--plus a realistic overview of the criminal justice system.Each chapter features a list of key terms, brief discussions of the important issues under each topic, discussions of emerging issues and concerns in the field, references for all key topics, a brief bibliography, and appropriate website listings.

A flexible and cost-effective alternative to larger texts, Criminal Justice: The Essentials, Sixth Edition, covers all the fundamental issues faced by law enforcement, the courts, corrections, and juvenile justice, leaving detailed specifics and tangential topics to the discretion of instructors to cover in class. With abundant examples--and just the right amount of sidebars and "e;highlights"e;--Criminal Justice, Sixth Edition, is the ideal resource for introducing students to the essential issues in the field.

Creating and disseminating scientific and technical information (STI) can be likened to producing and distributing a product or service. Although this view is natural to marketing scholars and practitioners, it is not one that has been extensively applied to STI policymaking and research. This book assesses and demonstrates the applicability and potential of various areas of marketing theory in the STI context. It includes the work of distinguished marketing scholars who have analyzed STI marketing from such perspectives as consumer needs assessment, information acquisition strategy, market segmentation, and product design.

This book assesses and demonstrates the applicability and potential of various areas of marketing theory in the scientific and technical information (STI) context. It includes the work of distinguished marketing scholars who have analysed STI marketing from various perspectives.

Creating and disseminating scientific and technical information (STI) can be likened to producing and distributing a product or service. Although this view is natural to marketing scholars and practitioners, it is not one that has been extensively applied to STI policymaking and research. This book assesses and demonstrates the applicability and potential of various areas of marketing theory in the STI context. It includes the work of distinguished marketing scholars who have analyzed STI marketing from such perspectives as consumer needs assessment, information acquisition strategy, market segmentation, and product design.

Creating and disseminating scientific and technical information (STI) can be likened to producing and distributing a product or service. Although this view is natural to marketing scholars and practitioners, it is not one that has been extensively applied to STI policymaking and research. This book assesses and demonstrates the applicability and potential of various areas of marketing theory in the STI context. It includes the work of distinguished marketing scholars who have analyzed STI marketing from such perspectives as consumer needs assessment, information acquisition strategy, market segmentation, and product design.

The fundamentals of project management, from planning to controlProject management has become an increasingly important role in modern organizations. Project Management Handbook provides clear guidance on all aspects of the field to give new and experienced project managers deeper insight into the extent and influence of their role. From planning and strategy, through implementation, control, and beyond, this invaluable resource offers detailed information for every stage in the project life cycle. As more and more organizations adopt a project management approach to everyday operations, this book becomes a key resource for everyone with a supervisory role.

Edited by one of the best-known and most widely respected figures in the field, "Planning for Information Systems" is a comprehensive, single source overview of the myriad ideas and processes that are identified with IS planning. While many chapters deal with high level strategic planning, the book gives equal attention to on-the-ground planning issues.Part I, 'Key Concepts of IS Planning', focuses on how IS planning has evolved over the years; business-IS strategic alignment; and the role of dynamic organizational capabilities in leveraging IS competencies. Part II, 'The Organizational IS Planning Process,' describes IS planning in terms of critical success factors and includes a knowledge-based view of IS planning; a practical assessment of strategic alignment; the IT budgeting process; the search for an optimal level of IS strategic planning; and the role of organizational learning in IS planning.Part III, 'IS Investment Planning', deals with predicting the value that an IS project may have; a 'rational expectations' approach to assessing project payoffs; assessing the social costs and benefits of projects; an options-based approach to managing project risks; planning for project teams; and the moderating effects of coordinated planning. Part IV, 'Goals and Outcomes of IS Planning', considers information strategy as a goal and/or outcome of IS planning; IT infrastructure as a goal or outcome; competitive advantage as a goal or outcome; e-process partnership chains; and planning successful Internet-based projects.

Edited by one of the best-known and most widely respected figures in the field, "Planning for Information Systems" is a comprehensive, single source overview of the myriad ideas and processes that are identified with IS planning. While many chapters deal with high level strategic planning, the book gives equal attention to on-the-ground planning issues.Part I, ''Key Concepts of IS Planning'', focuses on how IS planning has evolved over the years; business-IS strategic alignment; and the role of dynamic organizational capabilities in leveraging IS competencies. Part II, ''The Organizational IS Planning Process,'' describes IS planning in terms of critical success factors and includes a knowledge-based view of IS planning; a practical assessment of strategic alignment; the IT budgeting process; the search for an optimal level of IS strategic planning; and the role of organizational learning in IS planning.Part III, ''IS Investment Planning'', deals with predicting the value that an IS project may have; a ''rational expectations'' approach to assessing project payoffs; assessing the social costs and benefits of projects; an options-based approach to managing project risks; planning for project teams; and the moderating effects of coordinated planning. Part IV, ''Goals and Outcomes of IS Planning'', considers information strategy as a goal and/or outcome of IS planning; IT infrastructure as a goal or outcome; competitive advantage as a goal or outcome; e-process partnership chains; and planning successful Internet-based projects.

Edited by one of the best-known and most widely respected figures in the field, "Planning for Information Systems" is a comprehensive, single source overview of the myriad ideas and processes that are identified with IS planning. While many chapters deal with high level strategic planning, the book gives equal attention to on-the-ground planning issues.Part I, ''Key Concepts of IS Planning'', focuses on how IS planning has evolved over the years; business-IS strategic alignment; and the role of dynamic organizational capabilities in leveraging IS competencies. Part II, ''The Organizational IS Planning Process,'' describes IS planning in terms of critical success factors and includes a knowledge-based view of IS planning; a practical assessment of strategic alignment; the IT budgeting process; the search for an optimal level of IS strategic planning; and the role of organizational learning in IS planning.Part III, ''IS Investment Planning'', deals with predicting the value that an IS project may have; a ''rational expectations'' approach to assessing project payoffs; assessing the social costs and benefits of projects; an options-based approach to managing project risks; planning for project teams; and the moderating effects of coordinated planning. Part IV, ''Goals and Outcomes of IS Planning'', considers information strategy as a goal and/or outcome of IS planning; IT infrastructure as a goal or outcome; competitive advantage as a goal or outcome; e-process partnership chains; and planning successful Internet-based projects.

Knowledge management (KM) is a set of relatively-new organizational activities that are aimed at improving knowledge, knowledge-related practices, organizational behaviors and decisions and organizational performance. KM focuses on knowledge processes—knowledge creation, acquisition, refinement, storage, transfer, sharing and utilization. These processes support organizational processes involving innovation, individual learning, collective learning and collaborative decision-making. The “intermediate outcomes” of KM are improved organizational behaviors, decisions, products, services, processes and relationships that enable the organization to improve its overall performance.Knowledge Management and Organizational Learning presents some 20 papers organized into five sections covering basic concepts of knowledge management; knowledge management issues; knowledge management applications; measurement and evaluation of knowledge management and organizational learning; and organizational learning.