Knowledge Management - Classic And Contemporary Works - Maybury Mark-T

. .

Résumé :
This book provides an introduction to the field of knowledge management. Taking a learning-centric rather than information-centric approach, it emphasizes the continuous acquisition and application of knowledge. The book is organized into three sections, each opening with a classic work from a leader in the field. The first section, Strategy, discusses the motivation for knowledge management and how to structure a knowledge management program. The second section, Process, discusses the use of knowledge management to make existing practices more effective, the speeding up of organizational learning, and effective methods for implementing knowledge management. The third section, Metrics, discusses how to measure the impact of knowledge management on an organization. In addition to the classic essays, each section contains unpublished works that further develop the foundational concepts and strategies.

Biographie:
Daryl Morey is Senior Knowledge Management Engineer, Mark Maybury is Executive Director of the Information Technology Division, and Bhavani Thuraisingham is Head of the Data and Information Management Department, all at the MITRE Corporation.

Sommaire:
["Can knowledge management succeed where other efforts have failed?","STRATEGY","Strategy: compelling word, complex concept","Classic work: the leader's new work: building learning organizations","Reflection on \"a leader's new work: building learning organizations\"","Developing a knowledge strategy: from management to leadership","Building intangible assets: a strategic framework for investing in intellectual capital","Knowledge sharing is a human behavior","PROCESS","Sharing and building context","Classic work: theory of organizational knowledge creation","Reflection on knowledge management from Japan","Knowledge management: linking theory with practice","Tacit knowledge, unarticulated needs, and empathic design in new product development","Enabling complex adaptive processes through knowledge management","Knowledge sharing shifts the power paradigm","From capitalizing on company knowledge to knowledge management","Evolution through knowledge management: a case study","METRICS","Metrics: separating KM fact from fiction","Classic work: the balanced scorecard: learning and growth perspective","Measuring intangibles and intellectual capital","New measures for a new era","Managing organizational knowledge by diagnosing intellectual capital","Knowledge sharing metrics for large organizations."]