Challenges and Issues in Knowledge Management
Anthony F. Buono, Flemming Poulfelt
IAP, 2005 - Business & Economics - 382 pages
Challenges and Issues in Knowledge Management - the fifth volume in the Research on Management Consulting series - presents sixteen chapters that explore these various perspectives, focusing on knowledge management within the context of the management consulting industry, the dynamics associated with knowledge sharing and dissemination, methodological approaches to studying knowledge in organizations, and reflections on knowledge management and management consulting. As the chapters underscore, it is important to ensure that KM initiatives are aligned with the needs of the organization and its members, that the KM system is "owned" by organizational members with particular emphasis on executive sponsorship and team member acceptance, and that it be understood as an ongoing process rather than simply another management objective or faddish consulting tool. The focus, therefore, should be on how knowledge processes can be facilitated, leveraged and utilized in organizational value creation.
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Managing Organizational Knowledge Networks in a Professional Services Firm Interrelating Knowledge Management and Intellectual Capital
Knowledge Management in Practice Examining Knowledge as Modes of Production
The Fallacy of Simplistic Notions of the Transfer of Best Practice
Knowing in the Consultancy Firm Exploring Knowledge People Context and Tools in Action
Coevolution of Knowledge Management Processes Drawing on Project Experience in a Global Engineering Consulting Firm
A Dispersed Repertoire Exploring Struggles to Knowledge Dissemination within Consultancies
In Search of Knowledge Sharing in Practice
Merging Knowledge A Study of Knowledge Management in a Consulting Firm Merger
Organizational Photography A Snapshot Approach to Understanding Knowledge Sharing
VideoViews of Knowing in Action Analytical Views In Situ in an IT Firms Development Department
Complex Project Management in Small HighTechnology Firms Small Firms as Learning Models?
Flaws in the Engine of Knowledge Creation A Critique of Nonakas Theory
Ten Years of Knowledge Management Ramifications for Consultants
The Wonderful World of Knowledge Management Does Knowledge Management Really Add Value?
Knowledge and Consultancy
About the Authors
KnowledgeSharing Behavior and PostAcquisition Integration Failure
Other editions - View all
acquisition AKUA analysis approach become best practice Business School capture challenges chapter client colleagues communities of practice complex concept consulting firms context Copenhagen Business School create culture databases discussion dynamic edge employees experience expertise explicit knowledge explores firm's focus focused global Harvard Business School ideas important individual industry initiatives innovation integration interaction internal involved ITCon Jaakko Poyry Journal KM activities KM system knowing knowl knowledge creation knowledge elements Knowledge Forum knowledge management knowledge repertoire knowledge sharing knowledge systems knowledge transfer knowledge workers knowledge-based knowledge-sharing learning management consulting management knowledge Management Review ManCon ment merger methods networks Nonaka & Takeuchi organization organizational knowledge organizational learning organizational members partners perspective practitioners problem production project management Prusak reflect role senior manager ServCo social specific strategy structure tacit knowledge theory tion Tsoukas understanding video-views