Managing Knowledge: An Essential ReaderSAGE, 21/06/2012 - 368 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. |
المحتوى
Chapter 1 | 1 |
Part I | 21 |
Chapter 2 | 23 |
Chapter 3 | 51 |
Chapter 4 | 85 |
Chapter 5 | 107 |
Chapter 6 | 127 |
Part II | 155 |
Chapter 9 | 199 |
Chapter 10 | 221 |
Chapter 11 | 239 |
Chapter 12 | 255 |
Chapter 13 | 273 |
Chapter 14 | 299 |
Part III | 317 |
Chapter 15 | 319 |
طبعات أخرى - عرض جميع المقتطفات
عبارات ومصطلحات مألوفة
action activity argued burakumin Cambridge capabilities chapter collaboration communities of practice competitive advantage concept context corporate create culture customers deep smarts distinction dynamic affordance edge employees employment modes epistemology example experience expertise explicit knowledge external firm firm’s flutemakers focus focused 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 participants particular performance perspective Polanyi problems Quadrant role sense shared skills social social capital strategic structure subsidiary tacit knowing tacit knowledge theory things tion tool Tsoukas understanding University Press valuation Wenger