What people are saying - Write a review
We haven't found any reviews in the usual places.
Knowledge Management: Historical and Cross-disciplinary Themes
Danny P. Wallace
Limited preview - 2007
action Alvesson approach assessment behavior buckyballs capabilities chapter collaboration collective communication complex concept of knowledge constructs create CRISP-DM critical culture data mining data warehouse decision defined definitions discussion distributed cognition Drexler edge employees Engines of Creation environment evaluation example existing experience explicit knowledge facets factors feedback Figure formal formative context framework goals gray goo Halloran Hasse Diagram hierarchy human individual Information Systems infrastructure innovation integrated intellectual capital interaction International issues Journal of Knowledge knowl knowledge creation knowledge management knowledge sharing learning organization leverage Liebowitz measures Multiple Intelligences nanotechnology network analysis Nonaka objectives Oinas-Kukkonen organisation’s organisational knowledge organisational learning organizational mind performance perspective problems representations Retrieved March risk role scientific social SoftCom software process improvement stakeholders strategies structures systems thinking tacit knowledge theory thinking tion tional understanding wisdom wisdom of crowds XLMiner
Page 195 - Learning organizations have also been defined as organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspirations are set free, and where people are continually learning how to learn together (Senge 1990, p.
Page 14 - leaves" no more efficient than today's solar cells could out-compete real plants, crowding the biosphere with an inedible foliage. Tough omnivorous "bacteria" could out-compete real bacteria: They could spread like blowing pollen. replicate swiftly, and reduce the biosphere to dust in a matter of days.
Page 127 - the process whereby knowledge is created through the transformation of experience
Page 30 - The discipline of team learning starts with "dialogue," the capacity of members of a team to suspend assumptions and enter into a genuine "thinking together.
Page 196 - all organizations learn, but not always for the better. A learning organization is an organization that has an enhanced capacity to learn, adapt, and change.
Page 195 - A Learning Company is an organization that facilitates the learning of all its members and continuously transforms itself...
Page 9 - When we get to the very, very small world— say circuits of seven atoms —we have a lot of new things that would happen that represent completely new opportunities for design. Atoms on a small scale behave like nothing on a large scale, for they satisfy the laws of quantum mechanics.
Page 137 - ... When an organization engages in deuterolearning, its members learn, too, about previous contexts for learning. They reflect on and inquire into previous contexts for learning. They reflect on and inquire into previous episodes of organizational learning, or failure to learn. They discover what they did that facilitated or inhibited learning, they invent new strategies for learning, they produce these strategies, and they evaluate and generalize what they have produced.
Page 158 - Critical success factors ... are, for any business, the limited number of areas in which results, if they are satisfactory, will ensure successful competitive performance for the organization. They are the few key areas where 'things must go right' for the business to flourish.