Knowledge Management PraxisA pragmatic approach to knowledge management that integrates normative, strategic, and operational considerations is presented in this introduction to applying knowledge-management theory in business. Best practices and sound praxis from international organizations provide strategic drivers, measurements, and baselines for identifying relevant knowledge and information. Emphasis is placed on creating a comprehensive, shared language of knowledge management that is accessible to junior, middle, and senior managers; translating theory into simple implementation steps; and providing a framework for embedding knowledge management into organizations. |
Contents
Knowledge Economy Fundamentals | 1 |
Summary | 14 |
The Public Service Challenge | 27 |
Emergence of ResourceBased Theory RBT | 41 |
Complementary Resource Combinations CRCs | 46 |
Sustainability and the Creation of Competitive Advantage | 52 |
Summary | 60 |
Knowledge Goals | 120 |
Knowledge Retention and Organisational Memory | 127 |
Summary | 156 |
Summary | 173 |
Common terms and phrases
action Activity already implemented Areas Sub-area Aristocracy Bureaucracy asked to reveal balanced scorecard capabilities change and provide choice and mention competencies Considering your response Courtship Adolescence current situation databases department or division department/division departmental or divisional departments and divisions describe documents efficiency employees environment Example experience expert systems explain your choice explicit knowledge external frame Groupware human capital information and knowledge intangible assets intellectual capital internal intranet knowledge and learning knowledge and/or concepts Knowledge Economy knowledge goals knowledge management initiative main arguments main reasons maintain the current measures mention two main monitoring organisation's organisational knowledge organisational learning practice provide two main public sector public service reasons for change resource-based view search engine senior sharing skills specific stakeholders structural capital stumbling blocks tacit knowledge teams understanding utilisation videoconferencing want the changes want to maintain YES NO IfYES Zenith Aristocracy