The Strategic Knowledge Management Handbook Driving Business Results by Making Tacit Knowledge Explicit.

Detalles Bibliográficos
Clasificación:Libro Electrónico
Autor principal: Hariharan, Arun
Formato: Electrónico eBook
Idioma:Inglés
Publicado: La Vergne : ASQ Quality Press, 2015.
Temas:
Knowledge management.
Strategic planning.
Gestion des connaissances.
Planification stratégique.
Knowledge management
Strategic planning
Acceso en línea:Texto completo
Tabla de Contenidos:
  • Intro
  • Title page
  • CIP data
  • Contents
  • Figures and tables
  • Foreword
  • Preface
  • Chapter 1_Knowledge Management is Fun
  • Introduction
  • Data, Information, Knowledge, Wisdom
  • Business Example
  • Application and Results
  • Chapter 2_Knowledge Management: Strategy, Not Technology
  • If Only We Knew What We Know
  • What Is Knowledge Management?
  • Business Strategy: Both the Starting Point and the Objective
  • Strategic Steps in Knowledge Management
  • What it Takes to Make Knowledge Management Work
  • Motivating Knowledge Performance
  • Creating a Culture of Knowledge Sharing and Reuse Rather than Knowledge Hoarding
  • Measuring the Results of Knowledge Management
  • Conclusion
  • Chapter 3_Knowledge Management Processes: The Best Practice Funnel
  • Results of Robust KM Processes at BA Services
  • KM Processes at BA Services
  • Scenario 1: Knowledge Sharing
  • The Knowledge Sharing Process
  • The Knowledge Portal
  • Other Knowledge Categories and Processes for External Knowledge
  • The Knowledge Submission and Approval Process
  • Knowledge Sharing Culture and Motivation
  • Results of the Knowledge Sharing Process
  • Scenario 2: Knowledge Replication
  • The Knowledge Replication Process
  • Results of the Knowledge Replication Process
  • Process for Capturing New Knowledge Added During Replication
  • Knowledge Replication Culture and Motivation
  • Incorporating Knowledge Submissions into Standard Business Processes
  • The Four Pillars of Knowledge Management
  • Sharing Experiences with Other Organizations
  • Relevance to Your Company
  • Conclusion
  • Chapter 4_360-Degree Knowledge Management
  • Introduction
  • Communities of Experts and Knowledge Champions
  • The First Three How Questions Have Been Answered
  • The 360-Degree Knowledge Management Model
  • The Six Dimensions of 360-Degree Knowledge Management
  • Balancing Relevance and Content Quality with Culture Building
  • Establish Standard KM Processes
  • Role of Technology in 360-Degree KM
  • Conclusion
  • Chapter 5_Ideas, Innovation, and Knowledge Management
  • Introduction
  • A Shaky Start
  • A Process for Ideas and Innovation-At Two Levels
  • Innovation Process for Large Business Ideas
  • Continuous Process for Innovation
  • Will Ideas Dry Up?
  • Your Company Culture Can Either Encourage or Kill Innovation
  • The Impact on People and Morale
  • Conclusion
  • Chapter 6_Critical Success Factors for Knowledge Management
  • Introduction
  • 17 Challenges-How to Overcome Them and Get Real Business Results from KM
  • Conclusion
  • Chapter 7_The Seven Enablers to KM: Knowledge Management at BA Services-A Case Study
  • What Knowledge Management Means to the Company
  • Why the Company Embarked on a Formal KM Program
  • Key Enablers of KM at BA
  • Measuring the Impact or Results of KM
  • Critical Factors Responsible for the Institutionalization of KM
  • Chapter 8_How to Build a Great Knowledge Management Portal
  • Introduction
  • Case Examples

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