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Learning Through Knowledge Management
Learning through Knowledge Management' provides an insightful overview of the main issues integrating learning and Knowledge Management. It offers a rich resource of case examples that highlight Knowledge Management in practice. The text explores and defines learning and Knowledge Management concepts, and deals with the elements that play an important part in determining implementation success in the organization. The chapters present a managerially oriented discussion of the following key areas: The role of processes in managing knowledge The behavioural side of Knowledge Management Leadership reflexes for knowledge management success The key features of Information Technology required for Knowledge Management The future of Knowledge Management as part of organization management.There are many case studies which include: British Airways BP Amoco Ford Hewlett Packard Xerox Swedish Police IBM The case studies encompass a diverse and broad range of sectors, maturity of practice, problems and approaches to Knowledge Management.
336 pages, Hardcover
First published December 4, 2001
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December 23, 2022
Why (Not) to read this book (Target Audience)
A book about Exploration and Exploitation of knowledge to drive learning.
How this book changed my daily live (Takeaways)
1. Putting ‘why’ before ‘how’ = Avoid information junkyards
2. Intellectual Capital = Human Capital + Structural Capital
a. Individual knowledge (Human Capital)
b. Collective knowledge (Structural Capital)
3. Knowing comes from doing, Learning = P + Q
a. Programmed learning that comes from books, lectures, …
b. Question asking learning that comes from interaction & experience
Spoiler Alerts (Highlights)
In times of change, learners will inherit the organization. Those who refuse to learn will find themselves well-equipped for an organization that no longer exists.
Kenneth Derr's words: Learning organizations create opportunities for people …
The generic goal of the knowledge and learning process is in the development of core competencies to support strategic intent. Managing knowledge and learning helps the company to own, control and properly maintain competencies as state of the art, and helps it to tailor them to specific projects and business initiatives.
A book about Exploration and Exploitation of knowledge to drive learning.
How this book changed my daily live (Takeaways)
1. Putting ‘why’ before ‘how’ = Avoid information junkyards
2. Intellectual Capital = Human Capital + Structural Capital
a. Individual knowledge (Human Capital)
b. Collective knowledge (Structural Capital)
3. Knowing comes from doing, Learning = P + Q
a. Programmed learning that comes from books, lectures, …
b. Question asking learning that comes from interaction & experience
Spoiler Alerts (Highlights)
In times of change, learners will inherit the organization. Those who refuse to learn will find themselves well-equipped for an organization that no longer exists.
Kenneth Derr's words: Learning organizations create opportunities for people …
The generic goal of the knowledge and learning process is in the development of core competencies to support strategic intent. Managing knowledge and learning helps the company to own, control and properly maintain competencies as state of the art, and helps it to tailor them to specific projects and business initiatives.
Displaying 1 of 1 review