Titel: Knowledge Management and Organizational Learning
Herausgegeben von Eric Matson, Laurence Prusak
17. August 2006 - kartoniert - 386 Seiten
Key readings on knowledge management for graduate students and MBAs, this volume focuses on what is happening in practice. It includes seminal contributison from leading authorities and practitioners, providing a compelling picture of how knowledge and learning work in practice by including detailed examples from organizations such as Chevron, Nucor Steel, Partners Healthcare, and Xerox.
Introduction and Overview; THE STRATEGIC IMPORTANCE OF KNOWLEDGE AND LEARNING; 1. Knowledge Management and the Knowledge-Based Economy; 2. Developing a Knowledge Strategy; 3. The Learning Curve; 4. Knowlege-In-The-Making: The 'Construction' of Fiat's Melfi Factory; 5. Generating Creative Options; 6. Partnerships for Knowledge Creation; KNOWLEDGE RETENTION AND ORGANIZATIONAL LEARNING; 7. Swing Doors and Musical Chairs; 8. Organizational Memory; 9. Balancing Act: How to Capture Knowledge Without Killing It; KNOWLEDGE TRANSFER AND DISSEMINATION; 10. Managing Knowledge the Chevron Way; 11. Getting it Right the Second Time; 12. Making a Market in Knowledge; 13. The Performance Variability Dilemma; SOCIAL PERSPECTIVES; 14. Knowledge Management's Social Dimension: Lessons from Nucor Steel; 15. Fair Process: Managing in the Knowledge Economy; 16. Communities of Practice: The Organizational Frontier; 17. Knowing What we Know: Supporting Knowledge Creation and Sharing in Social Networks; FUTURE DIRECTIONS; 18. Knowledge-Worker Productivity: The Biggest Challenge; 19. Just-in-Time Delivery Comes to Knowledge Management; 20. Seeing Knowledge Plain: How to Make Knowledge Visible; 21. Do you Know who your Experts are?; 22. Using Supplier Networks to Learn Faster
Larry Prusak is a researcher and consultant and was the founder and Executive Director of the Institute for Knowledge Management (IKM). This was a global consortium of member organizations engaged in advancing the practice of knowledge management through action research. Larry has had extensive experience, within the U.S. and internationally, in helping organizations work with their information and knowledge resources. He has also consulted with many U.S. and
overseas government agencies and international organizations (NGO's). He currently co-directs 'Working Knowledge', a knowledge research program at Babson College, where he is a Distinguished Scholar in Residence.
Larry's most recent book (co-authored with Tom Davenport) is What's the Big Idea?, published by Harvard Business School Press in Spring, 2003. He has also recently edited a volume with E. Lesser, Creating Value with Knowledge (Oxford University Press, 2003).
Eric Matson is a manager in McKinsey's Institute for Corporate Excellence, where he leads research efforts to better understand the drivers of enduring corporate performance. His currently focuses on profiling the world's leading companies to better understand how they excel in selected areas such as network management, knowledge management, and talent management.
Prior to joining McKinsey in 1999, Mr. Matson worked as a writer for Fast Company magazine and as a consultant for Monitor Company. His recent publications include 'The Performance Variability Dilemma' (Sloan Management Review, 2003), 'Strengthening Your Organization's Internal Knowledge Market' (Organizational Dynamics, 2003), 'Leveraging Group Knowledge for High Performance Decision Making' (Organizational Dynamics, 2002), and 'Managing the Knowledge
Manager' (McKinsey Quarterly, 2001).