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1. Outlines the key challenges for KBW at all organisational levels
2. Self assessment questions at the end of each of the four chapters
3. Intrachapter case studies for in depth teaching/understanding
4. Reflection sections integrated in each chapter
5. Hybrid academic/practitioner style
The author has an established reputation and presence in the Knowledge Based Working field. He has been an invited speaker in leading business schools and international KM conferences. He works as an international KM specialist in the financial services sector, having moved there from academia.
This text is aimed at general management students, final year graduates, and MBA/post grad, practicing managers and those with a need to study KBW in support of a range of professional qualifications in HR or management, e.g. CIPD, CIMA, AAT, CII
Part one: introduction to Knowledge Based Working (KBW) - a 'perfect storm'; all roads lead to knowledge; post 2000 the search for value; a new breed of the 'knowledge elite'; shrinking timeframes; local becomes global; managing intangibles cracks the code; what we gain and lose through KBW; who gets this? (and who doesn't?); the net generation vs the traditionalists; what sectors/countries are being left behind?; what about the (non-knowledge) workers?
Part two: managing KBW and knowledge workers - the new currency; are we all managers now?; a divine paradox; knowledge cannot be managed - but it's all that you have; skills and attitudes needed to manage KBW; trust me and I will deliver; give me the strength and room to flex and I will; knowledge flows and stocks; we've been here before; connectivity is king; access and organisational knowledge development as a new function
Part three: the new rules of organisational behaviour - the 4 'C's of KBW: Commitment in the knowledge age, commitment to who? and to what?, commitment and culture; we're all Confused now - what is right?, early attempts muddy the waters; the Convergence of strategy and knowledge, the eye of the storm, strategy's resurrection, focus on the vital asset; Culture, it's in your gene pool but is it dominant or dormant?, who and how do you trust people?
Part four: flexibility or fear is the key
Conclusions - the implications of KBW; clocks don't go backwards; KBW is already accelerating; third generation knowledge management; the implications for organisations; points of excessive vulnerability; implications for managers; rights and obligations; status issues; implications for employees; congratulations you are now a learning machine; you can't stop but you can get off, and on again; portfolio working
‘A perfect storm’ — all roads lead to knowledge
Managing knowledge-based working and knowledge workers
The new rules of organisational behaviour for knowledge-based working
The implications of knowledge-based working