Knowledge Management: An Integrated Approach (2nd Edition)

Cover
Knowledge Management
Brief contents
Contents
Preface
About the author
Author’s acknowledgements
Publisher’s acknowledgements
Part 1 The Nature of Knowledge
	Introduction to knowledge management
		Learning outcomes
		Management issues
		Links to other chapters
		Opening vignette: Life in an interconnected world
		Knowledge management: an integrated approach
		Part 1: The nature of knowledge
		Part 2: Leveraging knowledge
		Part 3: Creating knowledge
		Part 4: Knowledge artefacts
		Part 5: Mobilising knowledge
		Introduction
		The knowledge economy
		What is knowledge management?
		Is knowledge management a fad?
		What are the differences between data, information, knowledge and wisdom?
		Data
		Information
		Knowledge
		Wisdom
		Early history of knowledge management: oral tradition to cuneiform
		Knowledge management in ancient Greece and Rome
		Management of knowledge in monastic and cathedral libraries
		Paradigm shift from print to a digital age
		Case study: Ernst & Young (US)
		Summary
		Questions for further thought
		Further reading
		References
	The nature of knowing
		Learning outcomes
		Management issues
		Links to other chapters
		Opening vignette: Business must learn from the new tribe
		Introduction
		What is knowledge? Philosophers from Plato to Wittgenstein
		Plato
		Aristotle
		Descartes
		Locke
		Hume
		Kant
		Hegel
		Pragmatists
		Phenomenology and existentialism
		Wittgenstein
		Contemporary philosophers: Ryle, Polanyi and Macmurray
		Burrell and Morgan’s framework on philosophical paradigms
		Competing philosophical positions in knowledge management: positivism, constructivism, postmodernism and critical realism
		The taxonomic perspective of knowledge
		The process-based perspective of knowing
		The practice-based perspective of knowledge and knowing
		Case study: World Bank (US)
		Summary
		Further reading
		Questions for further thought
		Further reading
		References
Part 2 Leveraging Knowledge
	Intellectual capital
		Learning outcomes
		Management issues
		Links to other chapters
		Opening vignette: A little knowledge is deadly dangerous
		Introduction
		What is intellectual capital?
		History of intellectual capital
		Problems of measuring organisational performance
		Frameworks of intellectual capital
		Human and social capital
		Organisational capital
		Intellectual property and smart patents
		FInancial reporting of intellectual capital
		Intellectual capital as a narrative
		Knowledge auditing in practice
		Case study: Infosys (India)
		Summary
		Questions for further thought
		Further reading
		References
	Strategic management perspectives
		Learning outcomes
		Management issues
		Links to other chapters
		Opening vignette: A hunger for knowledge is China’s real secret weapon
		Introduction
		Strategic management: schools of thought
		Industrial organisation tradition
		Excellence and turnaround
		Institutionalist perspective
		Resource-based view of the firm
		Information systems strategy
		Developing a knowledge management strategy
		Innovation and personalisation strategies
		Case study: Unilever (UK/Netherlands)
		Summary
		Questions for further thought
		Further reading
		References
Part 3 Creating Knowledge
	Organisational learning
		Learning outcomes
		Management issues
		Links to other chapters
		Opening vignette: recruits fired up by virtual rivalry
		Introduction
		Individual learning
		Team learning
		Drivers of organisational learning: success or failure?
		Single-loop and double-loop learning
		Sensemaking
		Organisational learning frameworks
		Knowledge acquisition
		Information distribution
		Information interpretation
		Organisational memory
		Unlearning
		Organisational routines
		Dynamic capabilities
		Absorptive capacity
		Politics and organisational learning
		Critique of organisational learning
		Case study: Toyota (Japan)
		Summary
		Questions for further thought
		Further reading
		References
	The learning organisation
		Learning outcomes
		Management issues
		Links to other chapters
		Opening vignette: Teaching materials: From pen and paper to wikis and video
		Introduction
		US contribution: the fifth discipline
		UK contribution: the learning company
		Japanese contribution: the knowledge-creating company
		The competitive learning organisation
		Power, politics and the learning organisation
		Empirical research and the learning organisation
		The learning organisation and knowledge management
		Case study: Honda (Japan)
		Summary
		Questions for further thought
		Further reading
		References
Part 4 Knowledge Artefacts
	Knowledge management tools: component technologies
		Learning outcomes
		Management issues
		Links to other chapters
		Opening vignette: Business starts to take Web 2.0 tools seriously
		Introduction
		Organising knowledge tools
		Ontology and taxonomy
		Capturing knowledge tools
		Cognitive mapping tools
		Information-retrieval tools
		Search engines
		Agent technology
		Personalisation
		Evaluating knowledge
		Case-based reasoning (CBR)
		Online analytical processing (OLAP)
		Knowledge discovery in databases – data mining
		Machine-based learning
		Sharing knowledge
		Internet, intranets and extranets
		Security of intranets
		Text-based conferencing
		Web 2.0 platform
		Conversational media: Blogs
		Syndication and RSS feeds
		Mashups
		Wikis
		Online social networks
		3-D virtual worlds
		Groupware tools
		Videoconferencing
		Skills directories: expertise yellow pages
		E-learning
		Storing and presenting knowledge
		Data warehouses
		Visualisation
		Case study: Royal Dutch Shell (Netherlands/UK)
		Summary
		Questions for further thought
		Further reading
		References
	Knowledge management systems
		Learning outcomes
		Management issues
		Links to other chapters
		Opening vignette: Decision-making software in the fast lane
		Introduction
		Systems thinking
		Drivers of KM systems: quality management processes
		Deming and Juran
		Total quality management (TQM)
		Business process re-engineering (BPR)
		Lean production
		Document management systems
		Decision support systems
		Group support systems
		Executive information systems
		Workflow management systems
		Customer relationship management systems
		Economics of KM systems
		Case study: Tata Consultancy Services (India)
		Summary
		Questions for further thought
		Further reading
		References
Part 5 Mobilising Knowledge
	Enabling knowledge contexts and networks
		Learning outcomes
		Management issues
		Links to other chapters
		Opening vignette: Building bridges for success
		Introduction
		Understanding organisational culture and climate
		Norms, artefacts and symbols
		Values, beliefs, attitudes and assumptions
		Typologies of organisational culture
		Measuring organisational culture
		Description of the twelve OCI styles
		Creating knowledge-sharing cultures
		Cultural stickiness: developing communities of practice
		Knowledge across organisational boundaries
		Case study: Fluor (United States)
		Summary
		Questions for further thought
		Further reading
		References
	Implementing knowledge management
		Learning outcomes
		Management issues
		Links to other chapters
		Opening vignette: Box clever and keep your star performers happy
		Introduction
		The nature of change
		Personal response to change
		Leadership and change
		Change management strategies
		Gaining commitment for change
		Employee involvement
		Training and development
		Reward and recognition
		Cultural change management
		Politics of change
		Case study: Woods Bagot (Australia)
		Summary
		Questions for further thought
		Further reading
		References
Epilogue Knowledge management
	Epilogue
		Introduction
		Wrestling with knowledge: some reflections
		Knowledge management – is there an optimal approach?
		Organisational gymnastics: balancing learning with routines and dynamic capabilities
		Knowledge management between nations
		Institutionalist perspective and the knowledge-based view of the firm
		Communities of practice
		Personal knowledge management
		Knowledge management between nations
		Concluding remarks
		Further reading
		References
Glossary
Index