Knowledge Management and Organizational Learning: A Reader

Knowledge Management and Organizational Learning: A Reader

by Laurence Prusak, Eric Matson
     
 

ISBN-10: 0199291799

ISBN-13: 9780199291793

Pub. Date: 10/12/2006

Publisher: Oxford University Press, USA

Over the past decade, knowledge and learning have emerged as the keys to economic success and as a focus for thinking about organizational effectiveness and innovation. An overwhelming majority of large organizations now engage in a wide range of knowledge and learning activities and nearly all have programs and personnel explicitly dedicated to these tasks.

This

Overview

Over the past decade, knowledge and learning have emerged as the keys to economic success and as a focus for thinking about organizational effectiveness and innovation. An overwhelming majority of large organizations now engage in a wide range of knowledge and learning activities and nearly all have programs and personnel explicitly dedicated to these tasks.

This volume is targeted at those new to knowledge and learning, is filled with practical examples, and focuses on the most critical issues, featuring seminal contributions from leading authorities including: Thomas Davenport, Dorothy Leonard, John Seely Brown, Sidney Winter, W. Chan Kim, Peter Drucker.

The book is organized around the three key steps in managing knowledge: development, retention, and transfer. These sections are preceded by a section creating the strategic context for knowledge and followed by a section on the social dimensions that are often overlooked. Finally, the book looks to the future of knowledge and learning. This Reader is an accessible way for executives and students taking advanced Management Studies and executive courses to learn from the latest examples on this topic.

Product Details

ISBN-13:
9780199291793
Publisher:
Oxford University Press, USA
Publication date:
10/12/2006
Series:
Oxford Management Readers Series
Pages:
392
Product dimensions:
9.30(w) x 6.30(h) x 1.10(d)

Table of Contents

Introduction and Overview, Eric Matson and Laurence Prusak
The Strategic Importance of Knowledge and Learning
1. Knowledge Management and the Knowledge-Based Economy, Robert Grant
2. Developing a Knowledge Strategy, Michael H. Zack
3. The Learning Curve, Atul Gawande
4. Knowlege-In-The-Making: The 'Construction' of Fiat's Melfi Factory, Gerardo Pattriotta
5. Generating Creative Options, Dorothy Leonard and Walter Swap
6. Partnerships for Knowledge Creation, Salvatore Parise and Laurence Prusak
Knowledge Retention and Organizational Learning
7. Swing Doors and Musical Chairs, Arnold Kransdorff and Russell Williams
8. Organizational Memory, Linda Argote
9. Balancing Act: How to Capture Knowledge Without Killing It, John Seely Brown and Paul Duguid
Knowledge Transfer and Dissemination
10. Managing Knowledge the Chevron Way, Kenneth T. Derr
11. Getting it Right the Second Time, Gabriel Szulanski and Sidney Winter
12. Making a Market in Knowledge, Lowell L. Bryan
13. The Performance Variability Dilemma, Eric Matson and Laurence Prusak
Social Perspectives
14. Knowledge Management's Social Dimension: Lessons from Nucor Steel, Anil K. Gupta and Vijay Govindarajan
15. Fair Process: Managing in the Knowledge Economy, W. Chan Kim and Renée Mauborgne
16. Communities of Practice: The Organizational Frontier, Etienne C. Wenger and William M. Snyder
17. Knowing What we Know: Supporting Knowledge Creation and Sharing in Social Networks, Rob Cross, Andrew Parker, Laurence Prusak, and Stephen P. Borgatti
Future Directions
18. Knowledge-Worker Productivity: The Biggest Challenge, Peter F. Drucker
19. Just-in-Time Delivery Comes to Knowledge Management, Thomas H. Davenport and John Glaser
20. Seeing Knowledge Plain: How to Make Knowledge Visible, Leigh Weiss and Laurence Prusak
21. Do you Know who your Experts are?, Michael Idinopulos and Lee Kempler
22. Using Supplier Networks to Learn Faster, Jeffrey H. Dyer and Nile W. Hatch

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