Ebook: Knowledge Sharing in Practice
- Tags: Information Systems Applications (incl. Internet), Business/Management Science general, Management/Business for Professionals, Computer Science general
- Series: Information Science and Knowledge Management 4
- Year: 2002
- Publisher: Springer Netherlands
- Edition: 1
- Language: English
- pdf
In this volume organizational learning theory is used to analyse various practices of managing and facilitating knowledge sharing within companies. Experiences with three types of knowledge sharing, namely knowledge acquisition, knowledge reuse, and knowledge creation, at ten large companies are discussed and analyzed. This critical analysis leads to the identification of traps and obstacles when managing knowledge sharing, when supporting knowledge sharing with IT tools, and when organizations try to learn from knowledge sharing practices. The identification of these risks is followed by a discussion of how organizations can avoid them.
This work will be of interest to researchers and practitioners working in organization science and business administration. Also, consultants and organizations at large will find the book useful as it will provide them with insights into how other organizations manage and facilitate knowledge sharing and how potential failures can be prevented.
In this volume organizational learning theory is used to analyse various practices of managing and facilitating knowledge sharing within companies. Experiences with three types of knowledge sharing, namely knowledge acquisition, knowledge reuse, and knowledge creation, at ten large companies are discussed and analyzed. This critical analysis leads to the identification of traps and obstacles when managing knowledge sharing, when supporting knowledge sharing with IT tools, and when organizations try to learn from knowledge sharing practices. The identification of these risks is followed by a discussion of how organizations can avoid them.
This work will be of interest to researchers and practitioners working in organization science and business administration. Also, consultants and organizations at large will find the book useful as it will provide them with insights into how other organizations manage and facilitate knowledge sharing and how potential failures can be prevented.
In this volume organizational learning theory is used to analyse various practices of managing and facilitating knowledge sharing within companies. Experiences with three types of knowledge sharing, namely knowledge acquisition, knowledge reuse, and knowledge creation, at ten large companies are discussed and analyzed. This critical analysis leads to the identification of traps and obstacles when managing knowledge sharing, when supporting knowledge sharing with IT tools, and when organizations try to learn from knowledge sharing practices. The identification of these risks is followed by a discussion of how organizations can avoid them.
This work will be of interest to researchers and practitioners working in organization science and business administration. Also, consultants and organizations at large will find the book useful as it will provide them with insights into how other organizations manage and facilitate knowledge sharing and how potential failures can be prevented.
Content:
Front Matter....Pages I-X
Introduction....Pages 1-9
Front Matter....Pages 11-11
Theories on Managing Knowledge....Pages 13-26
Organizational Learning....Pages 27-43
Front Matter....Pages 45-45
Knowledge Acquisition....Pages 47-65
Knowledge Reuse....Pages 67-93
Knowledge Development....Pages 95-123
Front Matter....Pages 125-126
The Management Trap....Pages 127-140
The Individual Learning Trap....Pages 141-149
The ICT Trap....Pages 151-159
Epilogue....Pages 161-178
Back Matter....Pages 179-191
In this volume organizational learning theory is used to analyse various practices of managing and facilitating knowledge sharing within companies. Experiences with three types of knowledge sharing, namely knowledge acquisition, knowledge reuse, and knowledge creation, at ten large companies are discussed and analyzed. This critical analysis leads to the identification of traps and obstacles when managing knowledge sharing, when supporting knowledge sharing with IT tools, and when organizations try to learn from knowledge sharing practices. The identification of these risks is followed by a discussion of how organizations can avoid them.
This work will be of interest to researchers and practitioners working in organization science and business administration. Also, consultants and organizations at large will find the book useful as it will provide them with insights into how other organizations manage and facilitate knowledge sharing and how potential failures can be prevented.
Content:
Front Matter....Pages I-X
Introduction....Pages 1-9
Front Matter....Pages 11-11
Theories on Managing Knowledge....Pages 13-26
Organizational Learning....Pages 27-43
Front Matter....Pages 45-45
Knowledge Acquisition....Pages 47-65
Knowledge Reuse....Pages 67-93
Knowledge Development....Pages 95-123
Front Matter....Pages 125-126
The Management Trap....Pages 127-140
The Individual Learning Trap....Pages 141-149
The ICT Trap....Pages 151-159
Epilogue....Pages 161-178
Back Matter....Pages 179-191
....