Knowledge Works
The Handbook of Practical Ways to Identify and Solve Common Organizational Problems for Better Performance
Knowledge Works
The Handbook of Practical Ways to Identify and Solve Common Organizational Problems for Better Performance
- Gebundenes Buch
- Merkliste
- Auf die Merkliste
- Bewerten Bewerten
- Teilen
- Produkt teilen
- Produkterinnerung
- Produkterinnerung
This book presents practical guidance in a highly accessible format on how to improve the way knowledge is used in organizations to solve common organizational problems. It is intended to be a handy guide for whenever knowledge and learning are seen as a factor affecting organisational performance.
The book provides organizations with tools to assist them in making connections between different areas of knowledge inside and outside the enterprise to keep ideas fresh and vital. It addresses practical ways to overcome the inevitable contradictions that arise when people work across interfaces in messy business contexts.…mehr
- Sultan KermallyEffective Knowledge Management72,99 €
- Carl FrappaoloKnowledge Management24,99 €
- Carla O'DellThe New Edge in Knowledge37,99 €
- Frank LeistnerMastering Organizational Knowledge Flow29,99 €
- Alan N. FishKnowledge Automation54,99 €
- Victor NewmanThe Knowledge Activists Handbook29,99 €
- Jean-Paul IssonAdvanced Business Analytics (S49,99 €
-
-
-
The book provides organizations with tools to assist them in making connections between different areas of knowledge inside and outside the enterprise to keep ideas fresh and vital. It addresses practical ways to overcome the inevitable contradictions that arise when people work across interfaces in messy business contexts.
Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
- Produktdetails
- Verlag: Wiley & Sons
- 1. Auflage
- Seitenzahl: 328
- Erscheinungstermin: 15. August 2011
- Englisch
- Abmessung: 244mm x 175mm x 25mm
- Gewicht: 716g
- ISBN-13: 9781119993629
- ISBN-10: 1119993628
- Artikelnr.: 33392797
- Verlag: Wiley & Sons
- 1. Auflage
- Seitenzahl: 328
- Erscheinungstermin: 15. August 2011
- Englisch
- Abmessung: 244mm x 175mm x 25mm
- Gewicht: 716g
- ISBN-13: 9781119993629
- ISBN-10: 1119993628
- Artikelnr.: 33392797
that you can work through in a more systematic way to improve your
organization's performance. SECTION I: Establish strategic priorities. By
understanding from the outset the sort of knowledge that makes a difference
to your organization's performance you can focus limited resources of time
and attention on the things that will have the biggest impact in terms of
generating value. CHAPTER 1:Identifying valuable knowledge. CHAPTER
2:Making a comprehensive assessment of knowledge fl ows. Section II: Enable
operational effectiveness. By connecting well established knowledge-sharing
practices with core business activities you can avoid "reinventing the
wheel" and do more with less. CHAPTER 3:Taking knowledge initiatives to the
front line of the organization. CHAPTER 4:Integrating knowledge practices
into projects. CHAPTER 5:Working collaboratively in partnerships. Section
III: Stimulate innovation. By retaining and developing expertise and
understanding how to combine knowledgebased methods and approaches more
effectively, you generate more innovation. CHAPTER 6:Building knowledge
enabled innovation capability. CHAPTER 7:Retaining and developing
expertise. Section IV: Increase learning capacity. By creating mechanisms
to join up the learning that is happening around the organization, you
create the conditions for greater operational effectiveness and stimulate
new thinking and innovation. CHAPTER 8:Joining up individual and
organizational learning. CHAPTER 9:Extracting knowledge value using
document management systems. CHAPTER 10:Sustaining effective communities of
practice. CHAPTER 11:Learning from external collaborations. Section V:
Become more agile. By creating the conditions that help people adapt their
knowledge and understanding to the constant turbulence in the outside
world, the organization can become more responsive to new challenges.
CHAPTER 12:Making more knowledgeable decisions. CHAPTER 13:Using social
media for knowledge sharing. CHAPTER 14:Transforming relationships and
structures in organizations. Section VI: Make change stick. By developing
key knowledge-sharing behaviours and using effective communication
approaches you show people why a knowledge approach matters and what they
need to do themselves to contribute. CHAPTER 15:Developing
knowledge-sharing behaviours and effective knowledge activists. CHAPTER
16:Moving from hard sell to compelling buy. CHAPTER 17:Improving the
quality of conversations. CHAPTER 18:Taking account of national culture in
designing knowledge initiatives. Index.
that you can work through in a more systematic way to improve your
organization's performance. SECTION I: Establish strategic priorities. By
understanding from the outset the sort of knowledge that makes a difference
to your organization's performance you can focus limited resources of time
and attention on the things that will have the biggest impact in terms of
generating value. CHAPTER 1:Identifying valuable knowledge. CHAPTER
2:Making a comprehensive assessment of knowledge fl ows. Section II: Enable
operational effectiveness. By connecting well established knowledge-sharing
practices with core business activities you can avoid "reinventing the
wheel" and do more with less. CHAPTER 3:Taking knowledge initiatives to the
front line of the organization. CHAPTER 4:Integrating knowledge practices
into projects. CHAPTER 5:Working collaboratively in partnerships. Section
III: Stimulate innovation. By retaining and developing expertise and
understanding how to combine knowledgebased methods and approaches more
effectively, you generate more innovation. CHAPTER 6:Building knowledge
enabled innovation capability. CHAPTER 7:Retaining and developing
expertise. Section IV: Increase learning capacity. By creating mechanisms
to join up the learning that is happening around the organization, you
create the conditions for greater operational effectiveness and stimulate
new thinking and innovation. CHAPTER 8:Joining up individual and
organizational learning. CHAPTER 9:Extracting knowledge value using
document management systems. CHAPTER 10:Sustaining effective communities of
practice. CHAPTER 11:Learning from external collaborations. Section V:
Become more agile. By creating the conditions that help people adapt their
knowledge and understanding to the constant turbulence in the outside
world, the organization can become more responsive to new challenges.
CHAPTER 12:Making more knowledgeable decisions. CHAPTER 13:Using social
media for knowledge sharing. CHAPTER 14:Transforming relationships and
structures in organizations. Section VI: Make change stick. By developing
key knowledge-sharing behaviours and using effective communication
approaches you show people why a knowledge approach matters and what they
need to do themselves to contribute. CHAPTER 15:Developing
knowledge-sharing behaviours and effective knowledge activists. CHAPTER
16:Moving from hard sell to compelling buy. CHAPTER 17:Improving the
quality of conversations. CHAPTER 18:Taking account of national culture in
designing knowledge initiatives. Index.