In the digital age, numerous technological tools are available to enhance business processes. When used effectively, knowledge sharing and organizational success are significantly increased. Social Media for Knowledge Management Applications in Modern Organizations is a pivotal reference source for the latest research findings on the role of social media, information technology, and knowledge management in business today. Featuring extensive coverage on relevant areas such as digital business, resource management, and consumer behavior, this publication is an ideal resource for managers, corporate trainers, researchers, academics, and students interested in emerging perspectives on social media for knowledge management applications.
Addressing the critical issue of knowledge transfer within an organization, this book offers practical advice on how to structure the transition of documented information and the even more valuable non-documented knowledge that outgoing staffers have-before it leaves with them.
The ways in which codified and tacit knowledge are sourced, transferred, and combined are critical in furthering open innovation. When used effectively, knowledge sharing and organizational success are significantly increased, improving products and services. The Role of Knowledge Transfer in Open Innovation is a collection of innovative research on a set of analyses, reflections, and recommendations within the framework of knowledge transfer practices in different areas of knowledge and in various industries. While highlighting topics including tacit knowledge, organizational culture, and knowledge representation, this book is ideally designed for professionals, academicians, and researchers seeking current research on the best practices for transfer of knowledge as an intermediate open innovation.
As the business community trends toward placing a greater priority and value conception on organizational knowledge management and memory, organizations worldwide are sharing an increasing urgency in the need for proven technologies and research-based practices to guide their efforts to preserve and realize competitive advantage from their organizational knowledge assets. ""Knowledge Management, Organizational Memory and Transfer Behavior: Global Approaches and Advancements"" is a comprehensive, international collection of first-rate research into the field of knowledge management. This book captures an in-depth knowledge base for academia and industry on the most current and useful concepts, applications, and processes relevant to the successful management of knowledge assets.
In present days more and more academics and practitioners are seeking to understand how organizations manage their knowledge and intellectual capital in order to obtain more effective competitive advantages. Taking into account these issues, and in order to answer the concerns expressed by these professionals, this book looks to help them to understand and implement in their organizations effective transfer and management of knowledge strategies. It looks for ways to understand and perceive how organizational HR, individually and as a team, conceptualize, invent, adapt, define and use this knowledge and intellectual capital. The book has a special interest in research on important issues that transcend the boundaries of single academic subjects and managerial functions. In a modern world, characterized by high levels of competition and complexity, only those organizations which can manage, efficiently, all their assets can survive. Among these the management of knowledge and intellectual assets is a recent and challenging process. Only with human talent organizations can survive. Conscious of these priorities, this book is of great relevance as it looks for ways to understand and perceive how organizational HR, individually and as a team, conceptualize, invent, adapt, define, transfer and use knowledge and intellectual capital. It is, also, very important and with positive implications to practitioners and academics, as it will contribute to a more effective advance and tool of communication in what concerns the understanding of key issues related to the knowledge management and intellectual capital in competitive organizations management all over the world.
Deep smarts are the engine of any organization as well as the essential value that individuals build throughout their careers. Distinct from IQ, this type of expertise consists of practical wisdom: accumulated knowledge, know-how, and intuition gained through extensive experience. How do such smarts develop? And what happens when people with deep smarts leave a particular job or the organization? Can any of their smarts be transferred? Should they be? Basing their conclusions on a multi-year research project, Dorothy Leonard and Walter Swap argue that cultivating and managing deep smarts are critical parts of any leader's job. The authors draw on examples from firms of all sizes and types to illustrate the connection between deep smarts and organizational viability and continuous innovation. Leonard and Swap describe the origins and limits of deep smarts and outline processes for cultivating and leveraging them across the organization. Developing an experience repertoire and receiving strategic guidance from wise coaches can help individuals move up the ladder of expertise from novice to master. Addressing a topic of increasing importance as the Boomer generation retires, Deep Smarts challenges leaders to take a hands-on approach to managing the experience-based knowledge shaping the future of their organizations.
This book demonstrates how managers can use and transfer knowledge more effectively to stimulate innovation in their organization in order to increase their competitive advantage. Jones and Mahon draw on their discussions with combat Veterans, whose very survival relies on their skill in transferring crucial knowledge and information quickly, effectively and efficiently. They note that in today’s competitive and fast-paced business world, these skills translate into continual innovation, metamorphosis,and ultimately success. The authors have built a conceptual framework that demonstrates to the reader how to develop the same underlying skills and to use them effectively in the business environment. With rich and lively examples throughout, Knowledge Transfer and Innovation equips students and practitioners of knowledge management, innovation, leadership and strategy with the skills, tools and strategies to succeed in today’s fast-paced business environment.
No matter the industry, the development of information technologies has transformed how information is distributed and used to predict trends. Collecting and identifying the most vital information, however, requires constant management and manipulation. Current Issues and Trends in Knowledge Management, Discovery, and Transfer is an essential reference source that discusses crucial practices for collaborating and distributing work as well as validating accrued knowledge from real-time data. Featuring research on topics such as dynamic knowledge, management systems, and sharing behavior, this book is ideally designed for academics, researchers, librarians, managing professionals, and students seeking coverage on knowledge acquisition and implementation across systems.
Managing Industrial Knowledge illuminates the complex processes at work in the creation and successful transfer of corporate knowledge. It is now generally recognized that the competitive advantages of firms depends on their ability to build, utilize and protect knowledge assets. In this volume many of the foremost international authors and pioneers of the study of knowledge in firms present their latest work and insights into organizational knowledge and innovation. In a world where markets, products, technologies, competitors, regulations, and even societies change rapidly, continuous innovation and the knowledge that produces innovation have become key. The chapters in this keynote volume shed new light on the contextual factors in knowledge creation, the links between knowledge and innovation in all aspects of business life and the processes by which these may be fostered or lost in organizations.
While companies search the world over to benchmark best practices, vast treasure troves of knowledge and know-how remain hidden right under their noses: in the minds of their own employees, in the often unique structure of their operations, and in the written history of their organizations. Now, acclaimed productivity and quality experts Carla O'Dell and Jack Grayson explain for the first time how applying the ideas of Knowledge Management can help employers identify their own internal best practices and share this intellectual capital throughout their organizations. Knowledge Management (KM) is a conscious strategy of getting the right information to the right people at the right time so they can take action and create value. Basing KM on three major studies of best practices at one hundred companies, the authors demonstrate how managers can utilize a visual process model to actually transfer best practices from one business unit of the organization to another. Rich with case studies, concrete examples, and revealing anecdotes from companies including Texas Instruments, Amoco, Buckman, Chevron, Sequent Computer, the World Bank, and USAA, this valuable guide reveals how knowledge treasure chests can be unlocked to reduce product development cycle time, implement more cost-efficient operations, or create a loyal customer base. Finally, O'Dell and Grayson present three "value propositions" built around customers, products, and operations that could result in staggering payoffs as they did at the companies cited above. No amount of knowledge or insight can keep a company ahead if it is not properly distributed where it's needed. Entirely accessible and immensely readable, If Only We Knew What We Know is a much-needed companion for business leaders everywhere.
