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All learning leaders want their organizations to be perceived as great, but what makes a 'great' training organization? This book presents findings that are based on the data, information, and experiences shared with Training Industry, Inc. by several hundred learning professionals over a five year span, from 2008 to 2012. It identified 8 process capabilities, which have been identified as the key functions in the design, delivery and management of corporate workforce training.
Résumé : This handbook is currently in development, with individual articles publishing online in advance of print publication. At this time, we cannot add information about unpublished articles in this handbook, however the table of contents will continue to grow as additional articles pass through the review process and are added to the site. Please note that the online publication date for this handbook is the date that the first article in the title was published online.
How do organizations not only survive, but thrive in today’s new operating environment? By developing resilience and agility. Knowledge transfer is critical to this, and talent development practitioners are positioned to help companies prepare. In “Knowledge Transfer: The Key to Organizational Resilience and Agility,” Chris Cancialosi details: • what knowledge transfer is and why it is critical to organizations’ resilience and agility • the role of effective knowledge transfer in the future of workways to develop and strengthen an organization’s ability to effectively transfer and manage knowledge.
'A remarkably insightful collection of contributions, combining the strategy capability and the knowledge creation and sharing perspectives. Very useful reading for the serious scholar.' - Yves L. Doz, INSEAD, France This volume is the imaginative outcome of several international strategy scholars who have cultivated original research on the broad relationship between strategic capabilities and knowledge transfer at both intra- and inter-organizational levels.
This comprehensive and engaging Research Handbook provides a full examination of the modes and mechanisms of international knowledge transfer. Furthermore, it also provides in-depth insights into international knowledge transfer related challenges faced by multinational enterprises (MNEs).
The objective of this special issue is to contribute to the understanding of Knowledge Governance in the Mulitnational Corporation. Like the traditional literature on corporate governance the authors are concerned with the attraction of crucial capital, its efficient allocation, as well as the mechanism used to achieve capital accumulation and optimal utilization. Knowledge as a particular sort of capital is seen as increasingly crucial to the existence, boundaries, and economic organization of modern Multinational Corporation.
Managing knowledge for improving the efficiency and effectiveness of processes and for accelerating innovations is widely recognized as a major source of sustained competitive advantage. The growing importance of knowledge sharing has fostered the development of a growing body of research in different disciplinary areas and in different sectors. The analyses of the barriers that obstruct knowledge flows are paramount for improving organizational performance. The researcher has analyzed the literature on this argument and he has found that knowledge sharing barriers can be grouped into three main macro-dimensions: socio-psychological, technological and organizational. The author has analyzed the predicting power of the barriers that make knowledge sharing ineffective and the subsequent relationship with new product development performance in a big automotive R & D supplier. Raffaele Filieri adopts both qualitative and quantitative methods in an innovative way. The regression analysis and the analysis of a firms’ proprietary process were used to measure the strength of knowledge sharing barriers on knowledge sharing efficacy and new product development performance. The social network analysis was used to map the intra-firm knowledge sharing network and to identify and to solve organizational problems. Through social network analysis, the researcher has obtained a better understanding of the informal work in the organization, showing how effectively engineers and scientists work, and how they structured their knowledge sharing networks. The recognition of a hidden network of collaboration has several implications; one of these is the creation of a community of practice for solving the problems previously identified.
This book reviews the field of Knowledge Management, taking a holistic approach that includes both "soft" and "hard" aspects. It provides a broad perspective on the field, rather than one based on a single viewpoints from Computer Science or Organizational Learning, offering a comprehensive and integrated conception of Knowledge Management. The chapters represent the best Knowledge Management articles published in the 21st century in Knowledge Management Research & Practice and the European Journal of Information Systems, with contributors including Ikujiro Nonaka, Frada Burstein, and David Schwartz. Most of the chapters contribute significantly to practise as well as theory. The OR Essentials series presents a unique cross-section of high quality research work fundamental to understanding contemporary issues and research across a range of Operational Research topics. It brings together some of the best research papers from the highly respected journals of the Operational Research Society, also published by Palgrave Macmillan.
Knowledge Café is a process for sharing information, whether face to face or virtual. This popular and practical knowledge management tool supports a culture where projects and innovation thrive. The Knowledge Café is a mindset and environment for engaging, discussing, and exchanging knowledge within a group either face to face or virtually. At the café, participants can discuss hard-to-solve project issues or resolve a family or community crisis. This metaphorical town square supports knowledge circulation and rejuvenation and increases its velocity—making it a breeding ground for innovation. The aha moments at one Knowledge Café can match the benefits of multiple conferences, workshops, and training put together. When knowledge management (KM) is part of an organization's culture, performance improves, collaboration increases, and the competitive advantage accelerates. No one can force knowledge transfer. We must create the right environment where knowledge is freely shared, rewarded, and fun. This book demonstrates why the Knowledge Café is such an effective KM tool and shows how to design optimal café experiences and increase learning agility. The premium on knowledge and agility has never been greater. This book offers a technique for managing knowledge toward the greater good. Tips; templates; practical and relatable experiences; case studies; and examples of knowledge brokers, creators, and sharers across cultures are sprinkled throughout the book to show how the café interfaces with other KM techniques and in different work and project spaces.
Employees exit an organization with 80% of the knowledge they have acquired without transferring it to others. This colossal loss of intellectual assets is even more in terms of parent to child legacy transfer. Several factors may have contributed to this immense generational memory loss. First, the knowledge seekers do not know what to do on how to influence the knowledge sources to share their skills and experiences and may not even understand the characteristics of the knowledge they intend to access from the knowledge sources. Second, these intellectual assets such as skills and experiences they intend to access give the knowledge sources their comparative advantage in the society and worst still, they are not on the pages of procedures or other documented format, but mainly domicile in the heads of the possessors and hence not visible to others. Third, people also regard their skills and experiences as invaluable intellectual assets and hence do not want to easily share it with others. These are some of the constraints knowledge seekers face, whether in an organization or the society while trying to access the information they require in creating value in their respective domains. Eventually, the legacies transferred to the knowledge seekers fall short of what would have been transferred if the knowledge seeker knows otherwise. This book bridges this gap by providing a strategic and systematic approach on how a knowledge seeker may apply social interaction variables and its hierarchical effect on knowledge transfer to influence a knowledge source to share his or her intellectual assets that he or she might not ordinarily be willing to share with any knowledge seeker.