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Knowledge Management e-bookAnnað
- Höfundur: Ashok Jashapara
- Útgáfa:2
- Útgáfudagur: 26-05-2011
- Blaðsíður: 376
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- Hægt að afrita 2 bls.
- Format:Page Fidelity
- ISBN 13: 9780273728191
- Print ISBN: 9780273726852
- ISBN 10: 0273728199
Efnisyfirlit
- Knowledge Management
- Brief contents
- Contents
- Preface
- About the author
- Author’s acknowledgements
- Publisher’s acknowledgements
- Part 1 The Nature of Knowledge
- Introduction to knowledge management
- Learning outcomes
- Management issues
- Links to other chapters
- Opening vignette: Life in an interconnected world
- Knowledge management: an integrated approach
- Part 1: The nature of knowledge
- Part 2: Leveraging knowledge
- Part 3: Creating knowledge
- Part 4: Knowledge artefacts
- Part 5: Mobilising knowledge
- Introduction
- The knowledge economy
- What is knowledge management?
- Is knowledge management a fad?
- What are the differences between data, information, knowledge and wisdom?
- Data
- Information
- Knowledge
- Wisdom
- Early history of knowledge management: oral tradition to cuneiform
- Knowledge management in ancient Greece and Rome
- Management of knowledge in monastic and cathedral libraries
- Paradigm shift from print to a digital age
- Case study: Ernst & Young (US)
- Summary
- Questions for further thought
- Further reading
- References
- The nature of knowing
- Learning outcomes
- Management issues
- Links to other chapters
- Opening vignette: Business must learn from the new tribe
- Introduction
- What is knowledge? Philosophers from Plato to Wittgenstein
- Plato
- Aristotle
- Descartes
- Locke
- Hume
- Kant
- Hegel
- Pragmatists
- Phenomenology and existentialism
- Wittgenstein
- Contemporary philosophers: Ryle, Polanyi and Macmurray
- Burrell and Morgan’s framework on philosophical paradigms
- Competing philosophical positions in knowledge management: positivism, constructivism, postmodernism
- The taxonomic perspective of knowledge
- The process-based perspective of knowing
- The practice-based perspective of knowledge and knowing
- Case study: World Bank (US)
- Summary
- Further reading
- Questions for further thought
- Further reading
- References
- Introduction to knowledge management
- Intellectual capital
- Learning outcomes
- Management issues
- Links to other chapters
- Opening vignette: A little knowledge is deadly dangerous
- Introduction
- What is intellectual capital?
- History of intellectual capital
- Problems of measuring organisational performance
- Frameworks of intellectual capital
- Human and social capital
- Organisational capital
- Intellectual property and smart patents
- FInancial reporting of intellectual capital
- Intellectual capital as a narrative
- Knowledge auditing in practice
- Case study: Infosys (India)
- Summary
- Questions for further thought
- Further reading
- References
- Strategic management perspectives
- Learning outcomes
- Management issues
- Links to other chapters
- Opening vignette: A hunger for knowledge is China’s real secret weapon
- Introduction
- Strategic management: schools of thought
- Industrial organisation tradition
- Excellence and turnaround
- Institutionalist perspective
- Resource-based view of the firm
- Information systems strategy
- Developing a knowledge management strategy
- Innovation and personalisation strategies
- Case study: Unilever (UK/Netherlands)
- Summary
- Questions for further thought
- Further reading
- References
- Organisational learning
- Learning outcomes
- Management issues
- Links to other chapters
- Opening vignette: recruits fired up by virtual rivalry
- Introduction
- Individual learning
- Team learning
- Drivers of organisational learning: success or failure?
- Single-loop and double-loop learning
- Sensemaking
- Organisational learning frameworks
- Knowledge acquisition
- Information distribution
- Information interpretation
- Organisational memory
- Unlearning
- Organisational routines
- Dynamic capabilities
- Absorptive capacity
- Politics and organisational learning
- Critique of organisational learning
- Case study: Toyota (Japan)
- Summary
- Questions for further thought
- Further reading
- References
- The learning organisation
- Learning outcomes
- Management issues
- Links to other chapters
- Opening vignette: Teaching materials: From pen and paper to wikis and video
- Introduction
- US contribution: the fifth discipline
- UK contribution: the learning company
- Japanese contribution: the knowledge-creating company
- The competitive learning organisation
- Power, politics and the learning organisation
- Empirical research and the learning organisation
- The learning organisation and knowledge management
- Case study: Honda (Japan)
- Summary
- Questions for further thought
- Further reading
- References
- Knowledge management tools: component technologies
- Learning outcomes
- Management issues
- Links to other chapters
- Opening vignette: Business starts to take Web 2.0 tools seriously
- Introduction
- Organising knowledge tools
- Ontology and taxonomy
- Capturing knowledge tools
- Cognitive mapping tools
- Information-retrieval tools
- Search engines
- Agent technology
- Personalisation
- Evaluating knowledge
- Case-based reasoning (CBR)
- Online analytical processing (OLAP)
- Knowledge discovery in databases – data mining
- Machine-based learning
- Sharing knowledge
- Internet, intranets and extranets
- Security of intranets
- Text-based conferencing
- Web 2.0 platform
- Conversational media: Blogs
- Syndication and RSS feeds
- Mashups
- Wikis
- Online social networks
- 3-D virtual worlds
- Groupware tools
- Videoconferencing
- Skills directories: expertise yellow pages
- E-learning
- Storing and presenting knowledge
- Data warehouses
- Visualisation
- Case study: Royal Dutch Shell (Netherlands/UK)
- Summary
- Questions for further thought
- Further reading
- References
- Knowledge management systems
- Learning outcomes
- Management issues
- Links to other chapters
- Opening vignette: Decision-making software in the fast lane
- Introduction
- Systems thinking
- Drivers of KM systems: quality management processes
- Deming and Juran
- Total quality management (TQM)
- Business process re-engineering (BPR)
- Lean production
- Document management systems
- Decision support systems
- Group support systems
- Executive information systems
- Workflow management systems
- Customer relationship management systems
- Economics of KM systems
- Case study: Tata Consultancy Services (India)
- Summary
- Questions for further thought
- Further reading
- References
- Enabling knowledge contexts and networks
- Learning outcomes
- Management issues
- Links to other chapters
- Opening vignette: Building bridges for success
- Introduction
- Understanding organisational culture and climate
- Norms, artefacts and symbols
- Values, beliefs, attitudes and assumptions
- Typologies of organisational culture
- Measuring organisational culture
- Description of the twelve OCI styles
- Creating knowledge-sharing cultures
- Cultural stickiness: developing communities of practice
- Knowledge across organisational boundaries
- Case study: Fluor (United States)
- Summary
- Questions for further thought
- Further reading
- References
- Implementing knowledge management
- Learning outcomes
- Management issues
- Links to other chapters
- Opening vignette: Box clever and keep your star performers happy
- Introduction
- The nature of change
- Personal response to change
- Leadership and change
- Change management strategies
- Gaining commitment for change
- Employee involvement
- Training and development
- Reward and recognition
- Cultural change management
- Politics of change
- Case study: Woods Bagot (Australia)
- Summary
- Questions for further thought
- Further reading
- References
- Epilogue
- Introduction
- Wrestling with knowledge: some reflections
- Knowledge management – is there an optimal approach?
- Organisational gymnastics: balancing learning with routines and dynamic capabilities
- Knowledge management between nations
- Institutionalist perspective and the knowledge-based view of the firm
- Communities of practice
- Personal knowledge management
- Knowledge management between nations
- Concluding remarks
- Further reading
- References
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- Gerð : 208
- Höfundur : 5937
- Útgáfuár : 2011
- Leyfi : 380