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Managing for knowledge : HR's strategic role /
Whilst there are many books on knowledge management there are few aimed directly at HR practitioners and the critical role that they can play in building a knowledge-centric culture. This practical book draws on the author's own experience, as well as that of leading-edge Human Resource and Kno...
| Clasificación: | Libro Electrónico |
|---|---|
| Autor principal: | |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Amsterdam ; Boston, MA :
Butterworth-Heinemann,
2003.
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| Temas: | |
| Acceso en línea: | Texto completo |
MARC
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| 100 | 1 | |a Evans, Christina. | |
| 245 | 1 | 0 | |a Managing for knowledge : |b HR's strategic role / |c Christina Evans. |
| 260 | |a Amsterdam ; |a Boston, MA : |b Butterworth-Heinemann, |c 2003. | ||
| 300 | |a 1 online resource (xx, 276 pages) : |b illustrations | ||
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| 504 | |a Includes bibliographical references (pages 263-268) and index. | ||
| 588 | 0 | |a Print version record. | |
| 505 | 0 | |a Defining the characteristics of a knowledge-creating culture; The strategic context for HR's involvement in the knowledge management arena; Planning the cultural shift; Communicating the cultural shift; Knowledge and business process mapping; Understanding the motivation for learning; New approaches to learning; Interweaving people, processes and technology to create and support a knowledge creating culture; Retaining knowledge; Conclusions; References. | |
| 520 | |a Whilst there are many books on knowledge management there are few aimed directly at HR practitioners and the critical role that they can play in building a knowledge-centric culture. This practical book draws on the author's own experience, as well as that of leading-edge Human Resource and Knowledge Management practitioners (including Linda Holbeche, Elizabeth Lank, and David Snowden), each of whom recognise that building a knowledge-centric culture cannot be achieved through technology alone. It covers areas such as: * Defining the key ingredients of a knowledge-centric culture * The changing structures, roles and responsibilities needed to create a knowledge-centric culture * HR's unique contribution to building a knowledge-centric culture, together with practical steps for getting started on the KM journey and for keeping the momentum going * Tools and techniques for: opening up a dialogue about why knowledge management is crucial for business and personal success; knowledge mapping; encouraging and facilitating knowledge sharing, as well as ways of identifying key knowledge players * How to help your organisation reframe its assumptions about learning in the knowledge economy * How to ensure that your HR practices are knowledge aligned *Outline the strategic and practical elements of HR's involvement in knowledge management *Features contributions from Dave Snowden and Elizabeth Lank *Practical case studies to help create an organizational culture that knows how to mobilize and leverage its knowledge. | ||
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| 650 | 6 | |a Gestion des connaissances. | |
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| 650 | 7 | |a BUSINESS & ECONOMICS |x Knowledge Capital. |2 bisacsh | |
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| 650 | 7 | |a Personnel management |x Information services |2 fast | |
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| 776 | 0 | 8 | |i Print version: |a Evans, Christina. |t Managing for knowledge. |d Amsterdam ; Boston, MA : Butterworth-Heinemann, 2003 |z 0750655666 |w (DLC) 2003043695 |w (OCoLC)51804668 |
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