Case Studies in Knowledge Management Research for Researchers, Teachers and Students, Volume 1

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Academic Conferences Limited, 2012 - Business & Economics - 212 pages
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Knowledge management continues to play an important role in management practice, in private and public organisations, in community informatics and in other groups. Once thought of as a fad it is now clear that knowledge management is an important issue which all organisations face and will continue to face for the foreseeable future. As a result the teaching of knowledge management and the research into its development as a field of study is of considerable importance to business schools, professional organisations, public sector bodies as well as to educators. Case studies can provide a contextual perspective on real world experiences in KM. This book contains 11 case studies chosen by Professor Kenneth Grant and it illustrates many of the important issues of which both students and practitioners need to be aware. These case studies should also prove useful as teaching examples. The case studies provided in this book cover subjects such as KM effectiveness gap analysis, the elicitation of intellectual capital performance, the reconfiguration of knowledge management practices and international strategic alliances. Private sector cases include examples from the pharmaceutical industry, manufacturing and consulting, while the public sector cases include the creation of a judicial environment, patient centred treatment in a general hospital and KM in the French Air Force fighter squadrons. The contributors to this book come from Australia, Canada, China, France, Italy, India, Malaysia, Spain, The Netherlands and The Untied Kingdom.
 

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Contents

1 Introduction
2
A conceptual framework
3
3 How French fighter squadrons learn from training flights?
7
4 Discussion
12
5 Conclusion
14
References
15
1 Introduction
19
2 What is knowledge and what is a knowledge audit?
21
3 The Indian Pharmaceutical industry
109
4 Methodology
110
5 Reconfiguration process
112
6 Conclusion
117
1 Introduction
121
3 Strategic alliance and organisational learning
122
4 Summary and findings
125
5 Conclusion
132

3 The electronic systems in the case study
22
5 The proposed solution
24
6 The problem
26
7 Reasons for the failure
27
8 The resulting new approach to knowledge management process improvement
30
9 Conclusion
32
Acknowledgement
33
1 Introduction
35
2 Background
36
3 Analysis
40
4 Next Generation of KM
51
5 Discussion
52
6 Conclusion
59
7 Limitations and Next Steps
61
1 Introduction
65
2 Literature Review
66
3 Methodology and Implementation
72
4 Analysis and Findings
76
5 Recommendation and future work opportunities
82
References
83
1 Background
86
2 Methodology
89
3 Significant findings
90
4 Conclusion
97
5 Implications
98
KM practices audit questionnaire
99
1 Introduction
103
2 The Research context
105
References
134
1 Introduction
137
2 Knowledge in judicial environments
138
One of the drivers of the project
139
4 Other communities
143
A platform for collaborative work
148
6 Conclusions
152
References
153
1 Introduction to the research problem
155
2 Communities of practice
158
3 Research methods
161
4 Results
163
5 Recommendations
167
6 Suggestions for further research
169
Acknowledgements
170
1 Introduction
172
2 The workplace central in the learning organization
173
3 Practice based research and action learning
176
Developing and implementing Patient Centred Treatment in a general hospital
181
5 Conclusion
186
References
187
1 The issue of Knowledge Management in Projectbased Organizations
191
an Organizational solution for improving KM in a ProjectBased Organization
194
3 The open questions in crossing CoPs and Project Teams
196
4 The Case history of VP Tech
201
5 Lessons learned and conclusions
208
References
211
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