Book description
Successes and Failures of Knowledge Management highlights examples from across multiple industries, demonstrating where the practice has been implemented well—and not so well—so others can learn from these cases during their knowledge management journey.
Knowledge management deals with how best to leverage knowledge both internally and externally in organizations to improve decision-making and facilitate knowledge capture and sharing. It is a critical part of an organization’s fabric, and can be used to increase innovation, improve organizational internal and external effectiveness, build the institutional memory, and enhance organizational agility.
Starting by establishing KM processes, measures, and metrics, the book highlights ways to be successful in knowledge management institutionalization through learning from sample mistakes and successes. Whether an organization is already implementing KM or has been reluctant to do so, the ideas presented will stimulate the application of knowledge management as part of a human capital strategy in any organization.
- Provides keen insights for knowledge management practitioners and educators
- Conveys KM lessons learned through both successes and failures
- Includes straightforward, jargon-free case studies and research developed by the leading KM researchers and practitioners across industries
Table of contents
- Cover
- Title page
- Table of Contents
- Copyright
- Dedication
- Contributors
- Preface
- Chapter 1: Parameters of knowledge management success
- Chapter 2: Why are companies still struggling to implement knowledge management? Answers from 34 experts in the field
- Chapter 3: REAL knowledge and the James Webb Space Telescope: success and failure coexisting in NASA
- Chapter 4: Processes: Still the poor relation in the knowledge management family?
- Chapter 5: KM successes and failures: some personal reflections on major challenges
-
Chapter 6: Lessons learned from nearly 200 cases of KM journeys by Hong Kong and Asian Enterprises
- Abstract
- Introduction to the nature of the knowledge management initiative and its specific objectives
- The infrastructure—people, systems, hardware, software, etc.—required to launch the initiative
- The challenges that were encountered, how they developed, and how they were overcome
- How the initiative was received by the users or participants
- The efficiency, effectiveness, or competitive advantage outcomes that were achieved and how they were measured and evaluated
- Gap between KM in the books and in practice
- Chapter 7: Knowledge loss and retention: the paradoxical role of IT
- Chapter 8: Knowledge and knowledge-related assets: design for optimal application and impact
- Chapter 9: Knowledge management success and failure: the tale of two cases
-
Chapter 10: Social knowledge: organizational currencies in the new knowledge economy
- Abstract
- The odometer reading: evolution of social knowledge management
- Conversations build communities
- More than an idea, it’s a practice
- An evolutionary road
- Managing social knowledge: people, process, technology, and the human experience
- Showing value with SKM (putting miles on the odometer)
- Merging into traffic: trusting the rules of the road in the new social economy
- A generational shift
- The emerging social (knowledge) economy
- What has worked? Where to start?
- Acknowledgment
-
Chapter 11: Knowledge management and analytical modeling for transformational leadership profiles in a multinational company
- Abstract
- Introduction
- Theoretical framework
- Research environment and methods
- Results
- Discussion
- Conclusions
- Appendix 1: sand cone traffic light values In the black and white printed version, the green color is signified with a check mark, yellow with an exclamation mark, and red with an x mark
- Appendix 2
- Appendix 3
- Appendix 4
- Appendix 5
- Appendix 6: specific index traffic light values In the black and white printed version, the green color is signified with a check mark, yellow with an exclamation mark, and red with an x mark
- Chapter 12: Success and failure in improvement of knowledge delivery to customers using chatbot—result of a case study in a Polish SME
-
Chapter 13: Don’t neglect the foundation: how organizations can build their knowledge architecture and processes for long-term sustainability
- Abstract
- Diverse, fast-changing information sources
- Knowledge that serves the customer
- Incorrect architecture reduces organizational agility
- Architectural problems across the information ecosystem
- Foundational architecture as a project rather than a program
- Parochial view of the application
- Balancing centralized versus distributed control
- Passing on data and content quality issues
- Cutting corners or checking the boxes
- Incorrect development and application of use cases and scenarios
- Lack of understanding of user types and the needs of users
- Lack of appreciation of the value of unstructured information
- Lack of meaningful metrics or interpretation to tie business value to information
- Lack of maturity in enterprise architecture, user experience, and governance
- Summary
- Chapter 14: Semantic technologies for enhancing knowledge management systems
- Subject Index
Product information
- Title: Successes and Failures of Knowledge Management
- Author(s):
- Release date: June 2016
- Publisher(s): Morgan Kaufmann
- ISBN: 9780128053379
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