A Leader’s Guide to Knowledge Management Drawing on the Past to Enhance Future Performance
Today when most executives consider the intellectual capital of their organization, they focus on the present. They seek tools and techniques to exploit their organizational knowledge for some immediate gain. There is an emerging shift in thinking that will provide a lasting competitive advantag...
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| Những tác giả chính: | , |
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| Định dạng: | Sách |
| Ngôn ngữ: | English |
| Được phát hành: |
Business Expert
2012
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| Những chủ đề: | |
| Truy cập trực tuyến: | http://scholar.dlu.edu.vn/thuvienso/handle/DLU123456789/31100 |
| Các nhãn: |
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| Thư viện lưu trữ: | Thư viện Trường Đại học Đà Lạt |
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| Tóm tắt: | Today when most executives consider the intellectual capital of their
organization, they focus on the present. They seek tools and techniques
to exploit their organizational knowledge for some immediate gain.
There is an emerging shift in thinking that will provide a lasting competitive
advantage—the shift is from the present to the future. This book
is unique in that it focuses on what executives should be doing now (or
soon) to ensure the next generation of organizational leaders know what
we knew. In other words, are we creating organizational memories today,
which will be useful to the next generation of leaders? Will today’s babyboomer
based practices pass the test of time? Are our current processes
the most relevant ones for the next generation of organizational leaders?
To answer these questions the book is divided into three parts. Part
1 is introductory in nature and provides a concise overview of knowledge
management: its genesis, the theory of knowledge, and the types
of knowledge that exist. Part 2 builds on this foundation and highlights
some of the successes and failures during the past two decades as babyboomer
executives struggled to develop effective ways of sharing what
their organizations know. A review of projects suggests that many fi rstgeneration
knowledge management projects were based on collecting
and classifying information. Second-generation knowledge management
projects shifted the focus to codifying tacit knowledge and combining
explicit knowledge to create new knowledge.
Part 3 focuses on emerging ideas that show great potential. Today we are
seeing some very promising results from third-generation knowledge management
projects, which focus on connecting people and facilitating collaboration.
Some pioneering organizations are now reaping the benefi ts of using
social media tools such as wikis for collaboration and commercial social networking
tools, for connecting people. These emerging tools and techniques
provide fl exible, agile, and intuitive solutions for connecting people with
people and facilitating coordination, communication, and collaboration. |
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