Knowledge Management: Theoretical Foundations (Google eBook)

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Informing Science, 2008 - 303 pages
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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 277 - COGNIZANCE 2 a (1) : the fact or condition of knowing something with familiarity gained through experience or association...
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.

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