Performance Through Learning: Knowledge Management in Practice (Improving Human Performance)

Stewart , former editor at Fortune magazine and subsequently the editor of Harvard Business Review , published a cover story highlighting the importance of intellectual capital in organisations. Second, the role of practitioners has changed.

Multiple KM disciplines exist; approaches vary by author and school. The details depend on the perspective. The practical relevance of academic research in KM has been questioned [33] with action research suggested as having more relevance [34] and the need to translate the findings presented in academic journals to a practice.

Different frameworks for distinguishing between different 'types of' knowledge exist. At the opposite end of the spectrum, explicit knowledge represents knowledge that the individual holds consciously in mental focus, in a form that can easily be communicated to others. Ikujiro Nonaka proposed a model SECI , for Socialization, Externalization, Combination, Internalization which considers a spiraling interaction between explicit knowledge and tacit knowledge.

Hayes and Walsham describe knowledge and knowledge management as two different perspectives. Early research suggested that KM needs to convert internalised tacit knowledge into explicit knowledge to share it, and the same effort must permit individuals to internalise and make personally meaningful any codified knowledge retrieved from the KM effort. Subsequent research suggested that a distinction between tacit knowledge and explicit knowledge represented an oversimplification and that the notion of explicit knowledge is self-contradictory.

A second proposed framework for categorizing knowledge dimensions distinguishes embedded knowledge of a system outside a human individual e. A third proposed framework distinguishes between the exploratory creation of "new knowledge" i.

Knowledge may be accessed at three stages: One strategy to KM involves actively managing knowledge push strategy. Another strategy involves individuals making knowledge requests of experts associated with a particular subject on an ad hoc basis pull strategy. Other knowledge management strategies and instruments for companies include: Multiple motivation s lead organisations to undertake KM.

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Workflow, for example, is a significant aspect of a content or document management systems, most of which have tools for developing enterprise portals. Proprietary KM technology products such as Lotus Notes defined proprietary formats for email, documents, forms, etc. The Internet drove most vendors to adopt Internet formats. Open-source and freeware tools for the creation of blogs and wikis now enable capabilities that used to require expensive commercial tools.

KM is driving the adoption of tools that enable organisations to work at the semantic level, [50] as part of the Semantic Web. From Wikipedia, the free encyclopedia. Not to be confused with Content management or Information management. Archives management Customer knowledge Dynamic knowledge repository Electronic Journal of Knowledge Management Ignorance management Information governance Information management Journal of Knowledge Management Journal of Knowledge Management Practice Knowledge cafe Knowledge community Knowledge ecosystem Knowledge engineering Knowledge management software Knowledge modeling Knowledge transfer Knowledge translation Legal case management.

Toward an applied compendium" PDF. Online Journal of Applied Knowledge Management. University of North Carolina at Chapel Hill. Archived from the original on March 19, Retrieved 11 September Retrieved 18 April Principles of Knowledge Management: Harvard Business Review on Knowledge Management A Harvard Business Review Paperback.

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Knowledge Management in organizations: Knowledge and business process management. Exploring perceptions of organizational ownership of information and expertise. Knowledge sharing in organizations. Copenhagen Business School Press. Creating value with Knowledge: The New Knowledge Management: Complexity, Learning, and Sustainable Innovation.

The knowledge creating company: SECI, Ba and leadership: A unified model of dynamic knowledge creation. Long Range Planning, 33 1 , Studies in Organizational Epistemology.

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Introduction to knowledge management. Strategic planning for information systems. An assessment of human-computer interaction research in management information systems: Computers in Human Behavior, 20 2, Write a review Rate this item: Preview this item Preview this item. Amsterdam ; Boston, MA: Improving human performance series.

English View all editions and formats Summary: Knowledge Management in Practice is a practical guide to the key issues surrounding knowledge management from a human resource perspective and provides insights into developing a strategy linked to organizational learning. The international author team presents a framework and model that practitioners within organizations can adapt to increase performance through learning using knowledge management tools.

Allow this favorite library to be seen by others Keep this favorite library private. Find a copy in the library Finding libraries that hold this item Internet resource Document Type: A guide to the key issues surrounding knowledge management from a human resource perspective. It provides insights into developing a strategy linked to organizational learning and presents a framework and model that practitioners within organizations can adapt to increase performance through learning using knowledge management tools.

Publisher Synopsis "Performance Through Learning is a terrific book that does a great job in presenting the challenges and opportunities of knowledge management and organizational learning. User-contributed reviews Add a review and share your thoughts with other readers. Add a review and share your thoughts with other readers. Similar Items Related Subjects: Employees -- Training of. Linked Data More info about Linked Data.

Setting the context for knowledge management as a method for organizational learning. The knowledge management mandate: A framework for performance through learning to produce results -- 3.

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Creating a culture for learning -- 5. Structures that suuport learning -- 6. The bottom line -- measuring knowledge management initiatives: British Petroleum's knowledge management journey: Knowledge management in the aid and development sector: Knowledge management in business performance at BP Well Engineering --