'The New Knowledge Management' is the story of the birth of "second-generation knowledge management," told from the perspective of one its chief architects, Mark W. McElroy. Unlike its first-generation cousin, second-generation Knowledge Management seeks to enhance knowledge production, not just knowledge sharing. As a result, 'The New Knowledge Management' expands the overall reach of knowledge management to include "innovation management" for the very first time. 'The New Knowledge Management' introduces the concept of "second-generation knowledge management" to the business community. Mark W. McElroy has assembled a collection of his own essays, written over the past four years, chronicling the development of related thinking in the field. Unlike first-generation KM, mainly focusing on value derived from knowledge sharing, second-generation thinking formally adds knowledge making to the scope of KM. In this way second-generation KM expands the overall reach of KM to include "innovation management" for the very first time. 'The New Knowledge Management' finally begins to bridge the gap between KM and the field of organizational learning, which up until now have been viewed as miles apart.
In 'Key Issues in the New Knowledge Management,' Firestone and McElroy, the architects of the New Knowledge Management (TNKM) provide an in-depth analysis of the most important issues in the field of Knowledge Management. The issues the book addresses are central in the field today: * The Knowledge Wars, or the issue of "how you define knowledge determines how you manage it" * The nature of knowledge processing * Information management or knowledge management? * Three views on the evolution of knowledge management * The role of knowledge claim evaluation in knowledge processing, or the difference between opinion, judgements, information, data, and real knowledge in knowledge management systems * Is culture a barrier in knowledge management? * The Open Enterprise and accelerated sustainable innovation * Portals * How should one evaluate KM software? * Intellectual Capital * Measuring the impact of KM initiatives on the organization and the bottom line * KM and terrorism
In today’s world of business, gaining an advantage of competitors is a focal point for organizations and a driving force in the economy. New practices are being studied and implemented constantly by rivaling companies. Many industries have begun putting emphasis on intensive knowledge practices, with the belief that implementing cutting-edge learning practices will fuel research and innovation within the company. Understanding this dynamic method of management is critical for managers and executives who wish to propel the success of their organizations. Knowledge Management, Innovation, and Entrepreneurship in a Changing World is a collection of pioneering research on the methods of gaining organizational advantages based on knowledge innovation and management. While highlighting topics including human-robot teaming, organizational learning, and e-collaboration, this book will explore the sustainable links between knowledge management influences and organizational capability. This book is ideally designed for managers, strategists, economists, policymakers, entrepreneurs, business professionals, researchers, students, and academics seeking research on recent trends in innovative economics and business technologies.
Creating New Knowledge in Management rediscovers lost sources in the work of Mary Parker Follett and Chester Barnard, providing a foundation for management as a unique and coherent discipline. This book begins by explaining that research universities, and the management field in particular, have splintered into smaller and less related parts. It then recovers a lost tradition of integrating management and the humanities, exploring ways of building on this convention to advance the unique art and science of business. By way of Follett and Barnard's work, author Ellen S. O'Connor demonstrates how the shared values, purposes, and customs of management and the humanities can be used to build an enterprise that will help to meet the challenges of business today. Igniting approaches to management that build on humanistic traditions is the ultimate goal of this book. Therefore, the text ends with two experiments—one in the classroom and one with a business executive—that take up this call and offer a perspective on where management must go next.
The best thinking and actions in the fast-moving arena of collaboration and knowledge management The New Edge in Knowledge captures the most practical and innovative practices to ensure organizations have the knowledge they need in the future and, more importantly, the ability to connect the dots and use knowledge to succeed today. Build or retrofit your organization for new ways of working and collaboration by using knowledge management Adapt to today's most popular ways to collaborate such as social networking Overcome organization silos, knowledge hoarding and "not invented here" resistance Take advantage of emerging technologies and mobile devices to build networks and share knowledge Identify what can be learned from Facebook, Twitter, Google and Amazon to make firms and people smarter, stronger and faster Straightforward and easy-to-follow, this is the resource you'll turn to again and again to get-and stay-in the know. Plus, the book is filled with real-world examples – the case studies and snapshots of how best practice companies are achieving success with knowledge management. Praise for The New Edge in Knowledge: How Knowledge Management is Changing the Way We Do Business “You may think you know knowledge management, but this is new—how knowledge initiatives can incorporate social media, mobile technologies, and learning, for example. This book integrates the new knowledge management with the best of the old, such as communities of practice and measurement. KM still matters, and this book tells you why.” —Thomas H. Davenport, President’s Distinguished Professor of IT and Management, Babson College "Over the last decade, knowledge management has emerged as a key success factor for the modern corporation, driven by tremendous advances in business analytics. This book studies the best practices in knowledge management and how leadership companies are applying them today." —Virginia M. Rometty, Senior Vice President and Group Executive Sales, Marketing and Strategy, IBM “APQC has been on the leading edge of knowledge management for almost two decades. O’Dell and Hubert have captured those best practices and created a road map to transform the way people work. Reap the benefits of their experience.” —C. Jackson Grayson, Chairman and Founder, APQC and co-author of If Only We Knew What We Know “The New Edge in Knowledge is a useful how-to manual that takes best practice sharing and organizational capability building to the next level: Web 2.0, social networking, mobility, and communities of practice. National and international examples show how companies can create strategic alignment and systematic management to transfer knowledge rapidly and effectively.” —Rosabeth Moss Kanter, Harvard Business School professor and author of SuperCorp: How Vanguard Companies Create Innovation, Profits, Growth, and Social Good "What has made our KM program strong is sticking to the fundamentals-- that's exactly what this book outlines. It provides trusted advisor guidance on how any company or organization can take the concrete steps to create and implement a world class KM strategy." —Dan Ranta, Director of Knowledge Sharing, ConocoPhillips “Carla O'Dell and Cindy Hubert have written an amazingly down to earth, useful and practical book on knowledge management and its importance to modern business. Starting with the distinction between information and knowledge, they provide a viewpoint that leaves IT in the dust. Read it to prepare for tomorrow's world!” —A. Gary Shilling, President, A. Gary Shilling & Co., Inc. “A practical business approach to knowledge management, this book covers KM's value proposition for any organization, provides proven strategies and approaches to make it work, shares how to measure KM's impact, and illustrates high level knowledge sharing with wonderful case studies. Well done!” —Jane Dysart, Conference Chair, KMWorld & Partner, Dysart & Jones Associates “This book is a tour de force in the field of knowledge management. Read every single page and learn about best practices from the leading firms around the world. All of this and more from the company that leads the way in the field: APQC. I highly recommend it for your bookshelf.” —Dr. Nick Bontis, Director, Institute for Intellectual Capital Research “Food for thought from two of the pioneers. Carla O’Dell and Cindy Hubert have been in the trenches with many of the organizations that have succeeded in leveraging KM for business benefit. They recognized early the symbiotic relationship between knowledge flow and work flow and have guided practitioners in the quest to optimize and streamline both.” — Reid Smith, Enterprise Content Management Director, Marathon Oil Company “Carla O’Dell and Cindy Hubert take knowledge management from vague idea to strategic enabler. In so doing, they clear up the not only the whats, but the whys and the hows. This book establishes knowledge management as an organizational discipline. The authors offer a straightforward set of execution steps, coaching readers on how to launch their own knowledge management programs in a deliberate and rigorous way.” —Jill Dyché, Partner and Co-Founder, Baseline Consulting; Author of Customer Data Integration: Reaching a Single Version of the Truth “The authors and APQC have put together an excellent ‘how to’ manual for Knowledge Management (KM) that can benefit any organization, from those experienced in KM to those just starting. The authors have taken their years of experience and excellence in this field and written a masterful introduction and design manual that incorporates industry best-practices and alerts readers to the pitfalls they are likely to encounter. This book needs to be in the hands of every KM professional and corporate senior leader.” —Ralph Soule, a member of the US Navy
Knowledge Management has evolved into one of the most important streams of management research, affecting organizations of all types at many different levels. The Encyclopedia of Knowledge Management, Second Edition provides a compendium of terms, definitions and explanations of concepts, processes and acronyms addressing the challenges of knowledge management. This two-volume collection covers all aspects of this critical discipline, which range from knowledge identification and representation, to the impact of Knowledge Management Systems on organizational culture, to the significant integration and cost issues being faced by Human Resources, MIS/IT, and production departments.
A straightforward guide to leveraging your company's intellectual capital by creating a knowledge management culture The Complete Guide to Knowledge Management offers managers the tools they need to create an organizational culture that improves knowledge sharing, reuse, learning, collaboration, and innovation to ensure mesurable growth. Written by internationally recognized knowledge management pioneers, it addresses all those topics in knowledge management that a manager needs to ensure organizational success. Provides plenty of real-life examples and case studies Includes interviews with prominent managers who have successfully implemented knowledge management structures within their organizations Offers chapters composed of short theoretical explanations and practical methods that you can utilize, based primarily on hands-on author experience Taking an intellectual journey into knowledge management, beginning with an understanding of the concept of intellectual capital and how to establish an appropriate culture, this book looks at the human aspects of managing knowledge workers, promoting interactions for knowledge creation and sharing.
Annotation Twenty essays present current research on knowledge management as related to effective design of new organization forms. The first section of the book covers frameworks, models, analyses, case studies and research on the integration of knowledge management within virtual organizations, virtual teams and virtual communities of practice. Themes covered in this section include business model innovation; design of virtual organization forms; net-based models; techniques for enabling knowledge capture, sharing and transfer; and collaboration and competition at intra- and inter-organizational levels. The focus of the second half is on key success factors that are important for realizing virtual models of business transformation. Topics include the role of organizational control systems, the role of internal and external employees and customers in creation of organizational knowledge, and information quality issues. Annotation c. Book News, Inc., Portland, OR (booknews.com).
We recognize knowledge management as a socio-technical phenomenon where the basic social constructs such as person, team, and organization require support from information communication technology applications. In an era of business transition, the effective management of knowledge is proposed as a strategy that effectively utilizes organizational intangible assets. Knowledge Management Strategies: A Handbook of Applied Technologies provides practical guidelines for the implementation of knowledge management strategies through the discussion of specific technologies and taxonomies of knowledge management applications. A critical mass of some of the most sought-after research of our information technology and business world, this book proves an essential addition to every reference library collection.
