Working Knowledge: How Organizations Manage What They Know
Harvard Business Press, Apr 26, 2000 - Business & Economics - 224 pages
This influential book establishes the enduring vocabulary and concepts in the burgeoning field of knowledge management. It serves as the hands-on resource of choice for companies that recognize knowledge as the only sustainable source of competitive advantage going forward.
Drawing from their work with more than thirty knowledge-rich firms, Davenport and Prusak--experienced consultants with a track record of success--examine how all types of companies can effectively understand, analyze, measure, and manage their intellectual assets, turning corporate wisdom into market value. They categorize knowledge work into four sequential activities--accessing, generating, embedding, and transferring--and look at the key skills, techniques, and processes of each. While they present a practical approach to cataloging and storing knowledge so that employees can easily leverage it throughout the firm, the authors caution readers on the limits of communications and information technology in managing intellectual capital.
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LibraryThing ReviewUser Review - dougcornelius - LibraryThing
A seminal work on knowledge management business practices. Some aspects have become a bit dated as technology has evolved. Davenport makes the key statements about the core need for organization knowledge and retention. Read full review
Working knowledge: how organizations manage what they knowUser Review - Not Available - Book Verdict
Having consulted more than 30 companies involved in KM initiatives, the authors pack their book with information on successful projects and cover issues ranging from corporate culture and employee ... Read full review