Knowledge management : value creation through organizational learning

목차 (Table of Contents)

• CONTENTS
• 1 Towards a Digitally Enabled Knowledge Society = 1
• 1.1 Knowledge : A Resource for Creating Wealth = 2
• 1.1.1 Knowledge Societies and Economies = 2
• 1.1.2 International Division of Labour Based on Intangible Assets = 6
• 1.1.3 Accelerated Competition : Improving Faster and Becoming Different = 8
• 1.1.4 What Is Knowledge Management? = 12
• 1.2 How Organisations Learn = 17
• 1.3 The Knowledge Firm : A Quick Assessment = 19
• 1.4 Key Insights of Chapter 1 = 28
• 1.5 Questions = 28
• 1.6 Assignments = 28
• 1.7 KM-Tool : Knowledge Café = 28
• References = 29
• 2 Knowledge in Organisations = 33
• 2.1 Knowledge Based Value Creation = 34
• 2.1.1 The «Knowledge Ladder» : Information, Knowledge and Competence = 34
• 2.1.2 Fields of Action of Knowledge Management = 38
• 2.1.3 KM Maturity Asessment = 39
• 2.2 Dimensions of Knowledge = 43
• 2.2.1 Nature of Knowledge = 43
• 2.2.2 Availability and Conversion of Knowledge: SEICI-Model = 46
• 2.2.3 The Value Dimension of Knowledge = 51
• 2.3 Knowledge as Competitive Factor = 56
• 2.3.1 Knowledge-Based Theory of the Firm = 56
• 2.3.2 Knowledge as Strategic Competitive Factor = 56
• 2.3.3 Impact of Knowledge Management Practices on Performance = 58
• 2.4 Key Insights of Chapter 2 = 61
• 2.5 Questions = 62
• 2.6 Assignments = 62
• 2.7 KM-Tool : Idea Competition = 62
• References = 64
• 3 Organisational Forms to Leverage Knowledge = 67
• 3.1 Balancing Antagonisms = 69
• 3.1.1 Stability Versus Renewal = 69
• 3.1.2 Competition Versus Cooperation = 73
• 3.2 Platforms for Knowledge Creation = 80
• 3.2.1 The Hypertext Organisation = 81
• 3.2.2 The Platform Organisation = 83
• 3.3 From «Infinitely Flat» to «Star Burst» = 85
• 3.3.1 The Infinitely Flat Organisation : Effective Replication of Routines = 85
• 3.3.2 The Inverted Organisation : Support to Individual Expertise = 87
• 3.3.3 The Starburst Organisation : The New Business Creator = 88
• 3.3.4 The Spider Organisation : Creating Value by Networks = 90
• 3.4 Overcoming Deficiencies of the Multidivisional Organisation = 92
• 3.4.1 Independence Versus Integration = 92
• 3.4.2 The Entrepreneurial Corporation = 94
• 3.5 Knowledge Alliances = 98
• 3.6 Groups as Knowledge-Promoting Forms of Organisations = 100
• 3.7 Key Insights of Chapter 3 = 104
• 3.8 Questions = 104
• 3.9 Assignments = 104
• 3.10 KM-Tool : After Action Review (AAR) = 105
• References = 106
• 4 Knowledge Work(ers) in the Digital Age = 109
• 4.1 The Future of Knowledge Work = 111
• 4.1.1 A New Social Contract = 111
• 4.1.2 Types of Knowledge Work = 112
• 4.1.3 Knowledge Work(ers) 4.0 = 113
• 4.2 Drivers and Obstacles of Effective Knowledge Work = 115
• 4.3 The Actors of the Knowledge Firm = 120
• 4.3.1 Five Groups of Employees = 120
• 4.3.2 Redefining Middle Management in a Digital World = 122
• 4.3.3 Upper Management : Visionary Context Designers = 125
• 4.3.4 Professionals : The Knowledge Practitioners = 127
• 4.3.5 Information Brokers and Infrastructure Managers = 129
• 4.3.6 Support Employees = 131
• 4.4 Motivating Knowledge Workers = 131
• 4.4.1 Extrinsic Versus Intrinsic Motivation = 131
• 4.4.2 Motivating Knowledge Workers = 133
• 4.5 Competencies for the «Intelligent Firm» = 137
• 4.5.1 Managing Talent and Competencies = 137
• 4.5.2 How Does Your Organization Deal with Competences? = 138
• 4.5.3 Developing Competence = 139
• 4.6 Communities of Practice : A Learning Approach = 143
• 4.6.1 Understanding Communities = 143
• 4.6.2 Ideal Type of Communities of Practice = 145
• 4.6.3 Dimensions of Communities of Practice = 147
• 4.7 Key Insights of Chapter 4 = 151
• 4.8 Questions = 151
• 4.9 Assignments = 152
• 4.10 KM-Tool : The Skill or Competence Matrix = 152
• References = 154
• 5 Strategies for Managing Knowledge = 157
• 5.1 The Need for a Knowledge-Oriented Strategy = 159
• 5.1.1 Guiding Principles for a Successful Knowledge Management Strategy = 160
• 5.1.2 Knowledge Management as Response to Tactical and Strategic Changes = 161
• 5.2 Developing a Knowledge Management Strategy : Five Questions = 162
• 5.3 Focused Strategies : Innovation, Process and Project Perspectives = 170
• 5.3.1 Innovation-Oriented KM Strategy = 170
• 5.3.2 Process-Oriented KM Strategy = 173
• 5.3.3 Project-Oriented KM Strategy = 177
• 5.4 Organisations as Knowledge Markets = 179
• 5.4.1 The Knowledge Market Concept = 179
• 5.4.2 Creating a Knowledge Market = 182
• 5.4.3 Roles of Knowledge Managers and Coaches = 184
• 5.4.4 Defining Principles of the Knowledge Market = 186
• 5.4.5 Knowledge Culture : An Enabling Framework = 189
• 5.5 Spaces for Interaction : The Physical Layout = 193
• 5.6 Key Insights of Chapter 5 = 195
• 5.7 Questions = 195
• 5.8 Assignments = 196
• 5.9 KM-Tool : Knowledge Market = 196
• References = 198
• 6 Context Specific Knowledge Management Strategies = 201
• 6.1 Knowledge Management in International Contexts = 203
• 6.1.1 Challenges of Knowing Across Cultures = 203
• 6.1.2 The Projection Approach = 204
• 6.1.3 The Integration Approach = 205
• 6.1.4 The Orchestration Approach = 205
• 6.1.5 Knowledge-Oriented Project Planning = 209
• 6.1.6 Bridging the «Knowing-Doing» Gap in International Service Organisations : Three Cases = 210
• 6.2 Knowledge Management in SMEs = 215
• 6.2.1 Coping with Turbulent Environments = 215
• 6.2.2 Need for Harnessing Organisational Learning in SMEs = 218
• 6.2.3 Knowledge Management Strategies of SMEs = 219
• 6.2.4 Framework for Effective Implementation of KM in SMEs = 221
• 6.3 Knowledge Management in the Public Sector = 224
• 6.3.1 New Public Management = 224
• 6.3.2 KM Challenges in the Public Sector = 225
• 6.3.3 KM Practices in the Public Sector = 227
• 6.4 Managing Knowledge at a Country or Regional Level = 230
• 6.4.1 Tangible Versus Intangible Assets = 230
• 6.4.2 Attracting Talents to Regions = 233
• 6.4.3 Knowledge Management for Rural Development = 234
• 6.5 Key Insights of Chapter 6 = 235
• 6.6 Questions = 236
• 6.7 Assignments = 236
• 6.8 KM-Tool : Storytelling = 237
• References = 239
• 7 Information and Communication Technologies Supporting the Digital Transformation of Knowledge Work = 243
• 7.1 Changing Needs = 245
• 7.2 Challenges for Designing ICT Systems = 246
• 7.3 High Performance Workplace = 250
• 7.4 ICT Applications for Knowledge Workers : An Overview = 254
• 7.4.1 Individual Efficiency = 255
• 7.4.2 Teamwork = 258
• 7.4.3 Information Supply = 261
• 7.4.4 Active Information Search = 262
• 7.4.5 Cooperative Knowledge Use = 263
• 7.4.6 Management Systems for Planning and Control = 263
• 7.5 Success Factors for ICT Implementation = 264
• 7.6 Key Insights of Chapter 7 = 267
• 7.7 Questions = 268
• 7.8 Assignments = 268
• 7.9 KM-Tool : Knowledge Taxonomy and Knowledge Map = 269
• References = 270
• 8 Measuring and Safeguarding Intellectual Capital = 273
• 8.1 Finding Measures for Intangible Assets = 274
• 8.2 Intellectual Capital Reporting = 277
• 8.2.1 Deductive Summarising Approaches = 279
• 8.2.2 Inductive Analytical Approaches = 280
• 8.2.3 The Multi-stage Indicator Model = 287
• 8.2.4 Evaluation of IC Reporting Approaches = 290
• 8.3 Protecting Knowledge = 291
• 8.3.1 Loss of Knowledge : The Organisation Forgets = 291
• 8.3.2 Ways of Safeguarding Knowledge = 293
• 8.4 Key Insights of Chapter 8 = 296
• 8.5 Questions = 296
• 8.6 Assignments = 297
• 8.7 KM-Tool : Knowledge Inventory = 297
• References = 298
• 9 How to Put Knowledge Management into Practice = 301
• 9.1 Shaping the Knowledge Organisation of the Future = 303
• 9.2 KM Implementation Frameworks = 305
• 9.2.1 Business Excellence Models as an Overarching Framework = 305
• 9.2.2 ISO 9001 : 2015 as an Implementation Framework = 307
• 9.2.3 Step Approach Frameworks to KM = 309
• 9.2.4 A KM Implementation Framework Based on the «Knowledge Ladder» = 311
• 9.3 Implementing KM : A Change Project = 318
• 9.3.1 Structuring a Change Project = 318
• 9.3.2 Kotter's Eight Steps of Change = 319
• 9.3.3 Implementation Paths of Knowledge Management = 321
• 9.4 Implementing KM at Individual Level: Key Competencies for Knowledge Workers = 324
• 9.5 The 12-Point Programme for Knowledge-Oriented Management of a Company = 326
• 9.6 Key Insights of Chapter 9 = 327
• 9.7 Questions = 328
• 9.8 Assignments = 328
• 9.9 KM-Tool : Work-Out (General Electric) = 328
• References = 330
• Supplementary Information
• Multilingual Glossary = 332
• Knowledge Management Resources = 335
• Index = 337