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Evolutionary Learning in Strategy-Project Systems.
What does a successful knowledge management practitioner do?Evolutionary Learning in Strategy-Project Systems explores the gap between the theory and practice of knowledge management in organizations and analyzes how learning happens and how knowledge is created. The authors take a practitioner-driv...
| Clasificación: | Libro Electrónico |
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| Autor principal: | |
| Otros Autores: | , |
| Formato: | Electrónico eBook |
| Idioma: | Inglés |
| Publicado: |
Newtown Square, PA :
Project Management Institute,
2018.
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| Temas: | |
| Acceso en línea: | Texto completo (Requiere registro previo con correo institucional) |
MARC
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| 020 | |a 9781628254853 | ||
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| 100 | 1 | |a Gardiner, Paul. | |
| 245 | 1 | 0 | |a Evolutionary Learning in Strategy-Project Systems. |
| 260 | |a Newtown Square, PA : |b Project Management Institute, |c 2018. | ||
| 300 | |a 1 online resource (296 pages) | ||
| 336 | |a text |b txt |2 rdacontent | ||
| 337 | |a computer |b c |2 rdamedia | ||
| 338 | |a online resource |b cr |2 rdacarrier | ||
| 588 | 0 | |a Print version record. | |
| 505 | 0 | |a EVOLUTIONARY LEARNING; Evolutionary Learning in Strategy-Project Systems; Copyright; Contents; Acknowledgments; Abbreviations; Foreword; What Makes Practice-Driven Knowledge Management Different from Theory and Research?; What Does a Successful Practitioner Do?; Ensure Close Engagement with Executive Sponsors, Practitioners, and Key Stakeholders; Build a Powerful Team; Promote Conversations, Stories, and Forums; Design Knowledge Maps and Visual Representations; Govern with a Federated Structure; Final Thoughts; Chapter 1: Introduction; Chapter 2: Literature Review; Introduction. | |
| 505 | 8 | |a Qualifying Project Management as a Strategic AssetThe Strategy-Project System; Resource-Based View; The Nature of Projects and Complex Project Environments; Learning and Evolutionary Learning; Project-Related Dynamic Capabilities and Capability Building; Introduction; Front-End Processes; Risk Analysis; Resilience; Lessons Learned; P-Form Corporations; Table 2.1. P-form Corporations and M-form Corporations (Söderlund & Tell, 2011); Table 2.2. Characteristics of P-form Corporations and M-form Corporations (Söderlund & Tell, 2011); Dynamic Capabilities and Knowledge Integration. | |
| 505 | 8 | |a Capabilities, Competences, and Project-Based OrganizationsTable 2.3. Comparing Strategies Across Project-Based Organizations; Table 2.4. Different Types of Projects; Table 2.5. Exploitation and Exploration Projects: A Comparison; Figure 2.1. The Project Competence Building-Block Framework; Chapter 2 Summary; Chapter 3: Pilot Study; Introduction to Pilot Study; Figure 3.1. Pilot Study Conceptual Framework (Modified from Easterby-Smith & Preito, 2008); Pilot Study Results; Discussion of Pilot Study Results. | |
| 505 | 8 | |a Table 3.1. Examples of Results Based on the Initial Conceptual Framework and Pilot Study DataMethodological Challenges Identified by the Pilot Study; Final Thoughts from the Pilot Research; Chapter 4: Refining the Conceptual Framework; Introduction; Theories of Practice; Learning and Knowledge Management; The Conceptual Framework; Figure 4.1. Conceptual Framework, Modified from Easterby-Smith and Prieto (2008); Chapter 5: Research Methodology; Introduction; Selection of Organizations and Interviewees; Table 5.1. Brief Description of Case Organizations Studied in the Research. | |
| 505 | 8 | |a Research Instruments and InterviewsData Recording and Analysis; Limitations of the Methodology; Chapter 6: Results and Data Analysis; Introduction; Level 1: Data Analysis Tables; Table 6.1. Template Structure for the Data Analysis Tables; Level 2: Data Analysis Cards; Table 6.2. Template Structure for Data Analysis Cards; Level 3: Summary Analysis Table; Level 4: Cross-Case Analysis; Data Analysis Tables; Case A; Table 6.3. Case Analysis Table for Case Study A; Data Analysis Cards; Table 6.4. Data Analysis Cards per Organization; Summary Data Analysis Table. | |
| 500 | |a Table 6.5. Example Data Analysis Cards from Case A. | ||
| 520 | |a What does a successful knowledge management practitioner do?Evolutionary Learning in Strategy-Project Systems explores the gap between the theory and practice of knowledge management in organizations and analyzes how learning happens and how knowledge is created. The authors take a practitioner-driven approach, one that unites organizational strategy with the learning of organizational lessons-the kind of knowledge management that enhances project performance and ultimately business success. | ||
| 590 | |a O'Reilly |b O'Reilly Online Learning: Academic/Public Library Edition | ||
| 650 | 0 | |a Project management. | |
| 650 | 0 | |a Knowledge management. | |
| 650 | 0 | |a Organizational learning. | |
| 650 | 6 | |a Gestion de projet. | |
| 650 | 6 | |a Gestion des connaissances. | |
| 650 | 6 | |a Apprentissage organisationnel. | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Industrial Management. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Management. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Management Science. |2 bisacsh | |
| 650 | 7 | |a BUSINESS & ECONOMICS |x Organizational Behavior. |2 bisacsh | |
| 650 | 7 | |a Knowledge management. |2 fast |0 (OCoLC)fst00988184 | |
| 650 | 7 | |a Organizational learning. |2 fast |0 (OCoLC)fst01047870 | |
| 650 | 7 | |a Project management. |2 fast |0 (OCoLC)fst01078797 | |
| 700 | 1 | |a Eltigani, Adil. | |
| 700 | 1 | |a Williams, Terence. | |
| 776 | 0 | 8 | |i Print version: |a Gardiner, Paul. |t Evolutionary Learning in Strategy-Project Systems. |d Newtown Square, PA : Project Management Institute, ©2018 |z 9781628254846 |
| 856 | 4 | 0 | |u https://learning.oreilly.com/library/view/~/9781628254853/?ar |z Texto completo (Requiere registro previo con correo institucional) |
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