Managing Knowledge: An Essential ReaderStephen E. Little, Tim Ray SAGE, 03/10/2005 - 357 من الصفحات Knowledge management is crucial to organizational learning, innovation and success within organizations. The Second Edition of the successful knowledge management reader provides a core source of key theoretical thinkers in the field and presents the most up-to-date leading-edge articles that explore emerging trends. A comprehensive introduction places these readings in context and draws together key strands across the field. The new reader includes new and revised chapters as well as newly authored material, to provide students with a current resource that enables the study of knowledge management from a variety of perspectives. Theoretical work and engaging case studies place knowledge management in the context of an emerging global economy. |
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الصفحة 3
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المحتوى
KEY CONCEPTS | 17 |
The Generative Dance between | 51 |
What is Organizational Knowledge? | 85 |
Do We Really Understand Tacit Knowledge? | 107 |
Whats New and Important about | 127 |
Deep Smarts | 157 |
Human Resource Policies for Knowledge Work | 199 |
Learning from Failure | 221 |
Managing Knowledge and Innovation Across Boundaries | 255 |
Toward a Theory | 273 |
HRs Role in Building Relationship Networks | 299 |
349 | |
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عبارات ومصطلحات مألوفة
action activity argued burakumin Cambridge capabilities collaboration communities of practice competitive advantage concept context corporate create culture customers deep smarts distinction dynamic affordance edge employees employment modes enable epistemology example experience expertise explicit knowledge external firm flutemakers focus forms of knowledge Harvard Business School HR architecture HR configurations human capital important individual innovation integration Intellectual Capital interaction internal Japan Japanese job satisfaction judgement knowl knowledge and knowing knowledge assets knowledge creation knowledge management knowledge workers knowledge-creating process Managing Knowledge meaning Nonaka and Takeuchi occupational operators organization organizational commitment organizational knowledge organizational learning particular performance perspective Polanyi problems Quadrant radical constructivism role sense shared skills social social capital specific Strategic Management structure subsidiary tacit knowing tacit knowledge theory things tion tool Tsoukas understanding University Press valuation Wenger