Continuity Management: Preserving Corporate Knowledge and Productivity When Employees Leave

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John Wiley & Sons, Oct 24, 2002 - Business & Economics - 269 pages
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"How can I keep knowledge from walking out the door when employees leave?"

This pressing question is insightfully answered in this landmark book. Operational knowledge has never been more critical to organizational success. Knowledge loss from downsizing, imminent baby-boomer retirements, and high job turnover have created a knowledge continuity crisis that poses an unprecedented threat to organizational productivity and profits. Based on extensive research, Continuity Management solves this crucial problem of knowledge loss for managers at any organizational level by describing an effective strategy for preserving knowledge continuity between employee generations. Revolutionary in its effect, but evolutionary in its practice, continuity management is fueling a new knowledge revolution. This book is about that revolution-and how to lead it.

 

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Contents

Part I Knowledge Continuity in the Information Age
1
Part II Confessions of a Continuity Manager
81
Part III Knowledge Asset Management
201
References
251
Acknowledgments
255
Index
259
About the Authors
267
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Page 252 - Committee on Governmental Affairs Subcommittee on Oversight of Government Management, Restructuring and the District of Columbia.
Page 14 - The more an institution is organized to be a change leader, the more it will need to establish continuity internally and externally, the more it will need to balance rapid change and continuity.
Page 3 - Entscheidungen zugänglich (Mintzberg, 1991, S. 31; Davenport, 1999, S. 6ff.). Drucker prägte bereits 1959 den Begriff des Wissensarbeiters. Beazley et al. beschreiben einen Wissenarbeiter in Anlehnung an Drucker als: Knowledge workers are the members of the labor force whose skills are primarily intellectual rather than manual. They create and apply knowledge rather than make things. As the defining characteristic of work shifts from repetitive actions governed by strict instructions or simple...

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About the author (2002)

HAMILTON BEAZLEY, PhD, is chairman of the Strategic Leadership Group and former associate professor of organizational sciences at The George Washington University. Prior to his academic career, he served in various financial and strategic planning positions in the American oil industry and as president of two nonprofit organizations.

JEREMIAH BOENISCH is a communications officer in the U.S. Air Force who has served on the staff of the Office of the Secretary of Defense at The Pentagon. He holds a master's degree in organizational management from The George Washington University.

DAVID HARDEN is a pilot in the U.S. Air Force who has served on the Joint Chiefs of Staff at The Pentagon. He holds a master's degree in organizational management from The George Washington University.

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