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• 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
• 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
• Back Cover