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Knowledge Management (KM) is an effort to increase useful knowledge in the organization. It is a natural outgrowth of late twentieth century movements to make organizational management and operations more effective, of higher quality, and more responsive to constituents in a rapidly changing global environment. This document traces the evolution of KM in organizations, summarizing the most influential research and literature in the field. It also presents an overview of selected common and current practices in knowledge management, including the relationship between knowledge management and decision making, with the intention of making a case for KM as a series of processes and not necessarily a manipulation of things. The final section highlights the use of social networking and commonly adopted Web applications to increase the value of social capital and to connect practitioners with clients and colleagues. Table of Contents: Introduction / Background Bibliographic Analysis / Theorizing Knowledge in Organizations / Conceptualizing Knowledge Emergence / Knowledge "Acts" / Knowledge Management in Practice / Knowledge Management Issues / Knowledge Management and Decision Making / Social Network Analysis and KM / Implications for the Future / Conclusion
Knowledge management (KM) is a set of relatively-new organizational activities that are aimed at improving knowledge, knowledge-related practices, organizational behaviors and decisions and organizational performance. KM focuses on knowledge processes—knowledge creation, acquisition, refinement, storage, transfer, sharing and utilization. These processes support organizational processes involving innovation, individual learning, collective learning and collaborative decision-making. The “intermediate outcomes” of KM are improved organizational behaviors, decisions, products, services, processes and relationships that enable the organization to improve its overall performance. Knowledge Management and Organizational Learning presents some 20 papers organized into five sections covering basic concepts of knowledge management; knowledge management issues; knowledge management applications; measurement and evaluation of knowledge management and organizational learning; and organizational learning.
Knowledge management has been growing in importance and popularity as a research topic and business initiative. This book documents the key issues of knowledge management and serves as an useful resource for academicians, practitioners, researchers, and students.
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.
Successes and Failures of Knowledge Management highlights examples from across multiple industries, demonstrating where the practice has been implemented well—and not so well—so others can learn from these cases during their knowledge management journey. Knowledge management deals with how best to leverage knowledge both internally and externally in organizations to improve decision-making and facilitate knowledge capture and sharing. It is a critical part of an organization's fabric, and can be used to increase innovation, improve organizational internal and external effectiveness, build the institutional memory, and enhance organizational agility. Starting by establishing KM processes, measures, and metrics, the book highlights ways to be successful in knowledge management institutionalization through learning from sample mistakes and successes. Whether an organization is already implementing KM or has been reluctant to do so, the ideas presented will stimulate the application of knowledge management as part of a human capital strategy in any organization. - Provides keen insights for knowledge management practitioners and educators - Conveys KM lessons learned through both successes and failures - Includes straightforward, jargon-free case studies and research developed by the leading KM researchers and practitioners across industries
This book is open access under a CC BY-NC 3.0 IGO license. This book comprehensively covers topics in knowledge management and competence in strategy development, management techniques, collaboration mechanisms, knowledge sharing and learning, as well as knowledge capture and storage. Presented in accessible “chunks,” it includes more than 120 topics that are essential to high-performance organizations. The extensive use of quotes by respected experts juxtaposed with relevant research to counterpoint or lend weight to key concepts; “cheat sheets” that simplify access and reference to individual articles; as well as the grouping of many of these topics under recurrent themes make this book unique. In addition, it provides scalable tried-and-tested tools, method and approaches for improved organizational effectiveness. The research included is particularly useful to knowledge workers engaged in executive leadership; research, analysis and advice; and corporate management and administration. It is a valuable resource for those working in the public, private and third sectors, both in industrialized and developing countries.
Individuals need to survive and grow in changing and sometimes turbulent organizational environments, while organizations and societies want individuals to have the knowledge, skills and abilities that will enable them to prosper and thrive. Personal Knowledge Management (PKM) is a means of coping with complex environmental changes and developments: it is a form of sophisticated career and life management. Personal Knowledge Management is an evolving concept that focuses on the importance of individual growth and learning as much as on the technology and management processes traditionally associated with organizational knowledge management. This book looks at the emergence of PKM from a multi-disciplinary perspective, and its contributors reflect the diverse fields of study that touch upon it. Relatively little research or major conceptual development has so far been focused on PKM, but already significant questions are being asked, such as 'is there an inherent conflict between personal and organizational knowledge management and how best do we harmonize individual and organizational goals?' This book will inform, stimulate and challenge every reader. By delving both deeply and broadly into its subject, the distinguished authors help all those concerned with 'knowledge work' and 'knowledge workers' to see how PKM supports and affects individuals, organizations and society as a whole; to better understand the concepts involved and to benefit from relevant research in this important area.
Knowledge Management has evolved into one of the most important streams of management research, affecting organizations of all types at many different levels. The Encyclopedia of Knowledge Management, Second Edition provides a compendium of terms, definitions and explanations of concepts, processes and acronyms addressing the challenges of knowledge management. This two-volume collection covers all aspects of this critical discipline, which range from knowledge identification and representation, to the impact of Knowledge Management Systems on organizational culture, to the significant integration and cost issues being faced by Human Resources, MIS/IT, and production departments.
Knowledge management has always been about the process of creating, sharing, using, and applying knowledge within and between organizations. Before the advent of information systems, knowledge management processes were manual or offline. However, the emergence and eventual evolution of information systems created the possibility for the gradual but slow automation of knowledge management processes. These digital technologies enable data capture, data storage, data mining, data analytics, and data visualization. The value provided by such technologies is enhanced and distributed to organizations as well as customers using the digital technologies that enable interconnectivity. Today, the fine line between the technologies enabling the technology-driven external pressures and data-driven internal organizational pressures is blurred. Therefore, how technologies are combined to facilitate knowledge management processes is becoming less standardized. This results in the question of how the current advancement in digital technologies affects knowledge management processes both within and outside organizations. Digital Technology Advancements in Knowledge Management addresses how various new and emerging digital technologies can support knowledge management processes within organizations or outside organizations. Case studies and practical tips based on research on the emerging possibilities for knowledge management using these technologies is discussed within the chapters of this book. It both builds on the available literature in the field of knowledge management while providing for further research opportunities in this dynamic field. This book highlights topics such as human-robot interaction, big data analytics, software development, keyword extraction, and artificial intelligence and is ideal for technology developers, academics, researchers, managers, practitioners, stakeholders, and students who are interested in the adoption and implementation of new digital technologies for knowledge creation, sharing, aggregation, and storage.
Annotation Twenty essays present current research on knowledge management as related to effective design of new organization forms. The first section of the book covers frameworks, models, analyses, case studies and research on the integration of knowledge management within virtual organizations, virtual teams and virtual communities of practice. Themes covered in this section include business model innovation; design of virtual organization forms; net-based models; techniques for enabling knowledge capture, sharing and transfer; and collaboration and competition at intra- and inter-organizational levels. The focus of the second half is on key success factors that are important for realizing virtual models of business transformation. Topics include the role of organizational control systems, the role of internal and external employees and customers in creation of organizational knowledge, and information quality issues. Annotation c. Book News, Inc., Portland, OR (booknews.com).