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An introduction to the field of knowledgemanagement.
It is a widely accepted that Knowledge Management constitutes a key asset for the information professional. Management theory has always pointed to the fact that libraries and librarians in particular play an important role in an organization (be it an enterprise, a city, or a society as a whole). The papers collected in this volume demonstrate why and how - from the libraries' perspective. They discuss some fundamental implications of Knowledge Management as a key activity area for libraries, analyse key issues and instruments and give some best practice examples. Among the contributing authors the reader will find Larry Prusak, James Matarazzo, Michael Koenig, Rafael Capurro, Susan Henczel, Irene Wormell and Rainer Kuhlen. The book brings together eighteen important texts for the topic not only from IFLA workshops and conferences but also from other sources such as the SLA (Special Libraries Association). The inclusion of several original contributions makes this reader essential for all concerned with the future role of the library in business and society.
The management of knowledge created in an organization not only enables reuse of knowledge, but also adds value to the organization itself. Preventing duplication of intellectual effort, it saves economic and human resources, leading to the creation of new information. This book gathers the wisdom of knowledge managers and researchers in the context of the library and will be a valuable reference source for all libraries.
This book discusses emerging trends in the field of managing knowledge work due to technological innovations. The book is organized in 3 sections. The first section, entitled "Managing Knowledge, Projects and Networks", discusses knowledge processes and their use, reuse or generation in the context of an organization. The second section, entitled "Managing Knowledge using Social Media", focuses on factors influencing adoption and usage, the role of social media in managing knowledge, and factors that influence employees' acceptance and participation. The third section brings into discussion new approaches and technologies for acquiring knowledge. The book will be useful to both academics engaged in research in knowledge management and practitioners who are considering or implementing strategies for managing one of their most important resources.
Knowledge management metrics are one of the weakest areas of practice in the field. Providing practical guidance for identifying different types of measurements and metrics, as well as methods for defining and collection information about metrics, this is an essential book for knowledge management professionals and researchers.
A straightforward guide to leveraging your company's intellectual capital by creating a knowledge management culture The Complete Guide to Knowledge Management offers managers the tools they need to create an organizational culture that improves knowledge sharing, reuse, learning, collaboration, and innovation to ensure mesurable growth. Written by internationally recognized knowledge management pioneers, it addresses all those topics in knowledge management that a manager needs to ensure organizational success. Provides plenty of real-life examples and case studies Includes interviews with prominent managers who have successfully implemented knowledge management structures within their organizations Offers chapters composed of short theoretical explanations and practical methods that you can utilize, based primarily on hands-on author experience Taking an intellectual journey into knowledge management, beginning with an understanding of the concept of intellectual capital and how to establish an appropriate culture, this book looks at the human aspects of managing knowledge workers, promoting interactions for knowledge creation and sharing.
The book series "Smart Computing Applications" provides a platform for researchers, academicians and practitioners to exchange ideas on recent theoretical and applied data science and computing technologies research, with a particular attention to the possible applications of such technologies in the industry, especially in the field of mechanical and industrial engineering. This series serves as a valuable resource for graduate, postgraduate, doctoral students, researchers, academicians and industry professionals.
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.
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).
'The New Knowledge Management' is the story of the birth of "second-generation knowledge management," told from the perspective of one its chief architects, Mark W. McElroy. Unlike its first-generation cousin, second-generation Knowledge Management seeks to enhance knowledge production, not just knowledge sharing. As a result, 'The New Knowledge Management' expands the overall reach of knowledge management to include "innovation management" for the very first time. 'The New Knowledge Management' introduces the concept of "second-generation knowledge management" to the business community. Mark W. McElroy has assembled a collection of his own essays, written over the past four years, chronicling the development of related thinking in the field. Unlike first-generation KM, mainly focusing on value derived from knowledge sharing, second-generation thinking formally adds knowledge making to the scope of KM. In this way second-generation KM expands the overall reach of KM to include "innovation management" for the very first time. 'The New Knowledge Management' finally begins to bridge the gap between KM and the field of organizational learning, which up until now have been viewed as miles apart.