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Addressing the critical issue of knowledge transfer within an organization, this book offers practical advice on how to structure the transition of documented information and the even more valuable non-documented knowledge that outgoing staffers have-before it leaves with them.
How to transfer your organization's most important knowledge-before it walks out the doorWhen highly skilled subject matter experts, engineers, and managers leave their organizations, they take with them years of hard-earned, experience-based knowledge-much of it undocumented and irreplaceable. Organizations can thereby lose a good part of their competitive advantage. The tsunami of "boomer" retirements has created the most visible, urgent need to transfer such knowledge to the next generation. But there is also an ongoing torrent of acquisitions, layoffs, and successions-not to mention common.
Deep smarts are the engine of any organization as well as the essential value that individuals build throughout their careers. Distinct from IQ, this type of expertise consists of practical wisdom: accumulated knowledge, know-how, and intuition gained through extensive experience. How do such smarts develop? And what happens when people with deep smarts leave a particular job or the organization? Can any of their smarts be transferred? Should they be? Basing their conclusions on a multi-year research project, Dorothy Leonard and Walter Swap argue that cultivating and managing deep smarts are critical parts of any leader's job. The authors draw on examples from firms of all sizes and types to illustrate the connection between deep smarts and organizational viability and continuous innovation. Leonard and Swap describe the origins and limits of deep smarts and outline processes for cultivating and leveraging them across the organization. Developing an experience repertoire and receiving strategic guidance from wise coaches can help individuals move up the ladder of expertise from novice to master. Addressing a topic of increasing importance as the Boomer generation retires, Deep Smarts challenges leaders to take a hands-on approach to managing the experience-based knowledge shaping the future of their organizations.
Breakthrough Knowledge Transfer Techniques for Every Professional! No matter where you work there are people with experience teaching people who need to learn. Everyone is part of this exchange yet few people know how to do it well. Now, there’s a comprehensive how-to manual for effective knowledge transfer: Teach What You Know. Steve Trautman introduces simple, practical mentoring techniques he created for engineers at Microsoft, and has proven in many diverse organizations ranging from Nike to Boeing. This is real-world, get-it done advice, organized into a framework you can use no matter what you need to teach. Trautman provides common-sense tools to successfully pass along years or even decades of experiences: easy-to- use checklists, sample training plans, lists of questions, step-by-step procedures, and a start-to finish case study. Teach What You Know will help you orient new employees, support transitions to new assignments and promotions, prepare for employee retirements, build teams, roll out new technologies, and even move forward after reorganizations and mergers.
The ways in which codified and tacit knowledge are sourced, transferred, and combined are critical in furthering open innovation. When used effectively, knowledge sharing and organizational success are significantly increased, improving products and services. The Role of Knowledge Transfer in Open Innovation is a collection of innovative research on a set of analyses, reflections, and recommendations within the framework of knowledge transfer practices in different areas of knowledge and in various industries. While highlighting topics including tacit knowledge, organizational culture, and knowledge representation, this book is ideally designed for professionals, academicians, and researchers seeking current research on the best practices for transfer of knowledge as an intermediate open innovation.
This book demonstrates how managers can use and transfer knowledge more effectively to stimulate innovation in their organization in order to increase their competitive advantage. Jones and Mahon draw on their discussions with combat Veterans, whose very survival relies on their skill in transferring crucial knowledge and information quickly, effectively and efficiently. They note that in today’s competitive and fast-paced business world, these skills translate into continual innovation, metamorphosis,and ultimately success. The authors have built a conceptual framework that demonstrates to the reader how to develop the same underlying skills and to use them effectively in the business environment. With rich and lively examples throughout, Knowledge Transfer and Innovation equips students and practitioners of knowledge management, innovation, leadership and strategy with the skills, tools and strategies to succeed in today’s fast-paced business environment.
For multinational corporations (MNCs), there is arguably no more important operational function that affects all areas of manufacturing, marketing, management, and finance as international transfer pricing—the practicing of supplying products or services across borders from one part of the organization to another. Its complexity is compounded by the impact of e-commerce, speeding the flow of goods and services; intangible assets, such as intellectual property, whose value is difficult to quantify; and the activites of policymakers around the world to update their tax laws and regulations, in efforts to close loopholes that have historically encouraged tax avoidance. In Critical Concerns in Transfer Pricing Policy and Practice, Wagdy Abdallah provides an in-depth overview of these recent trends and developments, and considers their implications for the management of MNCs. In particular, he discusses methods for pricing transferred goods and services in the e-commerce era and analyzes the most recent regulation reforms in such countries as Germany, Mexico, Japan, Canada, the United Kingdom, the United States, and the Netherlands. Anticipating increased scrutiny of MNC transfer pricing practices from governments and other external stakeholders, Abdallah outlines a set of practical recommendations for creating a successful transfer pricing system that maximizes value for the company while remaining sensitive to local policies in all of the countries in which it operates.
This introductory level textbook critically reviews and analyses the key themes underpinning knowledge management in organisations. It presents the key debates in this area, including coverage of epistemologies of knowledge, managing and sharing knowledge, and learning and innovation.
While companies search the world over to benchmark best practices, vast treasure troves of knowledge and know-how remain hidden right under their noses: in the minds of their own employees, in the often unique structure of their operations, and in the written history of their organizations. Now, acclaimed productivity and quality experts Carla O'Dell and Jack Grayson explain for the first time how applying the ideas of Knowledge Management can help employers identify their own internal best practices and share this intellectual capital throughout their organizations. Knowledge Management (KM) is a conscious strategy of getting the right information to the right people at the right time so they can take action and create value. Basing KM on three major studies of best practices at one hundred companies, the authors demonstrate how managers can utilize a visual process model to actually transfer best practices from one business unit of the organization to another. Rich with case studies, concrete examples, and revealing anecdotes from companies including Texas Instruments, Amoco, Buckman, Chevron, Sequent Computer, the World Bank, and USAA, this valuable guide reveals how knowledge treasure chests can be unlocked to reduce product development cycle time, implement more cost-efficient operations, or create a loyal customer base. Finally, O'Dell and Grayson present three "value propositions" built around customers, products, and operations that could result in staggering payoffs as they did at the companies cited above. No amount of knowledge or insight can keep a company ahead if it is not properly distributed where it's needed. Entirely accessible and immensely readable, If Only We Knew What We Know is a much-needed companion for business leaders everywhere.
In Critical Transitions: Writing and the Question of Transfer, Chris Anson and Jessie Moore offer an important new collection about prior learning and transfer theories that asks what writing knowledge should transfer, how we might recognize that transfer, and what the significance is--from a global perspective--of understanding knowledge transformation related to writing. The contributors examine strategies for supporting writers' transfer at key critical transitions, including transitions from high-school to college, from first-year writing to writing in the major and in the disciplines, between self-sponsored and academic writing, and between languages. The collection concludes with an epilogue offering next steps in studying and designing for writing transfer. Contributors Linda Adler-Kassner, Chris M. Anson, Stuart Blythe, Scott Chien-Hsiung Chiu, Irene Clark, Nicolette Mercer Clement, Stacey M. Cozart, Gita DasBender, Christiane Donahue, Dana Lynn Driscoll, Dana R. Ferris, Gwen Gorzelsky, Regina A. McManigell Grijalva, Carol Hayes, Hogan Hayes, Tine Wirenfeldt Jensen, Ed Jones, Ketevan Kupatadze, Jessie L. Moore, Joe Paszek, Donna Qualley, Liane Robertson, Paula Rosinski, Kara Taczak, Elizabeth Wardle, Carl Whithaus, Gitte Wichmann-Hansen, Kathleen Blake Yancey