Knowledge Management in Organizations - Donald Hislop

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Résumé :
Knowledge Management in Organizations is the most comprehensive and critical textbook on the subject. Encompassing a number of perspectives - including organizational behaviour, HRM, systems, and sociocultural factors - the text introduces the concept of knowledge before examining how it can be effectively managed within the organizations in which we work. The international author team ensure the broad theoretical coverage is brought to life with practical illustrations and case studies exploring topics such as knowledge sharing via social media, knowledge transfer in different cultural contexts, and the interaction of leadership, culture, and knowledge management in Australian SMEs. Examples are diverse, international, and highly relevant to each chapter, showcasing the significance of knowledge management in all types of organizational settings. 'Time to Reflect' boxes, review and discussion questions, and a question or activity to accompany every illustration and case study ensure students are challenged to engage with the subject critically and reflectively. Despite the critical approach and depth of coverage, the text remains accessible through its widely praised writing style, coherent structure, in-chapter definition boxes, and manageable size. This book is accompanied by a selection of online resources: For students: Extra online cases Web links to additional resources and relevant websites Extension questions For lecturers: Suggested exam questions Suggested essay/coursework questions Suggestions for classroom activities Figures and tables from the book...

Biographie:
Donald Hislop, Loughborough University

Rachelle Bosua, The University of Melbourne, Remko Helms, Open University of The Netherlands

Sommaire:

• 1: The Contemporary Importance of Knowledge and Knowledge Management
• Part 1: Epistemologies of Knowledge in the Knowledge Management Literature
• 2: The Objectivist Perspective on Knowledge
• 3: The Practice-Based Perspective on Knowledge
• Part 2: An Introduction to Key Concepts
• 4: What is Knowledge Management?
• 5: Knowledge Intensive Firms and Knowledge Workers
• 6: Learning and Knowledge Management
• Part 3: Innovation, Knowledge Creation and Unlearning
• 7: Innovation and Knowledge Processes
• 8: Unlearning, Knowledge Loss, of the Protection of Knowledge
• Part 4: Introduction to ICTs and Knowledge Management
• 9: Objectivist Perspectives on ICTs and Knowledge Management
• 10: Practice-based Perspectives on ICTs and Knowledge Management
• Part 5: Socio-Cultural Issues Related To Managing and Sharing Knowledge
• 11: The Influence of Socio-Cultural Factors in Motivating Workers to Participate in Knowledge Management Initiatives
• 12: Communities of Practice
• 13: Boundary-Spanning Knowledge Processes in Heterogeneous Collaborations
• 14: Power, Politics, Conflict, and Knowledge Processes
• Part 6: The Management of Knowledge Work (and Workers)
• 15: Facilitating Knowledge Management via the Use of Human Resource Management Practices
• 16: Leadership, Organizational Culture Management, and Knowledge Management