Managing Knowledge: An Essential ReaderStephen E. Little, Tim Ray SAGE Publications, 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
... knowledge conversion • Space for self - transcendence • Multi - context place Quality and Energy SECI : Knowledge conversion process • Conversion between tacit - explicit knowledge Moderator Input • Grow and shift through the continuous ...
... knowledge conversion • Space for self - transcendence • Multi - context place Quality and Energy SECI : Knowledge conversion process • Conversion between tacit - explicit knowledge Moderator Input • Grow and shift through the continuous ...
الصفحة
... tacit knowledge such as world views , mental models and mutual trust can be created and shared . Socialization also occurs beyond organiza- tional boundaries . Firms often ... tacit to tacit : • Tacit knowledge 2 SECI , BA AND LEADERSHIP.
... tacit knowledge such as world views , mental models and mutual trust can be created and shared . Socialization also occurs beyond organiza- tional boundaries . Firms often ... tacit to tacit : • Tacit knowledge 2 SECI , BA AND LEADERSHIP.
الصفحة
... knowledge , and transactions with the world ( cf. Bruner , 1990 : 35 ) . The Appropriation of ' Tacit Knowledge ' in Management Studies : The Great Misunderstanding As was mentioned in the introductory section of this chapter , ' tacit ...
... knowledge , and transactions with the world ( cf. Bruner , 1990 : 35 ) . The Appropriation of ' Tacit Knowledge ' in Management Studies : The Great Misunderstanding As was mentioned in the introductory section of this chapter , ' tacit ...
المحتوى
Contents | |
KEY CONCEPTS 21 22 | |
The Generative Dance between | |
حقوق النشر | |
10 من الأقسام الأخرى غير ظاهرة
طبعات أخرى - عرض جميع المقتطفات
عبارات ومصطلحات مألوفة
action activity argued Business School Cambridge capabilities collaboration communities of practice competitive advantage concept context corporate create culture customers deep smarts distinction dynamic affordance employees employment modes epistemology example experience expertise explicit knowledge external firm flutemakers focus forms of knowledge Harvard Business Harvard Business School HR architecture HR configurations human capital important individual innovation integration Intellectual Capital interaction internal Japan Japanese job satisfaction judgement knowl knowledge assets knowledge creation knowledge management knowledge workers knowledge-creating process Management Journal Managing Knowledge meaning Nonaka and Takeuchi occupational operators organization organizational commitment organizational knowledge organizational learning particular performance perspective Polanyi problems Quadrant role sense shared skills social social capital Strategic Management structure subsidiary sustained competitive advantage tacit knowing tacit knowledge theory tion tool Tsoukas understanding University Press valuation Wenger York