By Robert C. Camp, PhD, PE Chairman Global Benchmarking Network (GBN), Best Practice InstituteT, Rochester, NY, USA The perception, sharing, and adoption of best practices is mostly attributed to the activity called benchmarking. Obtaining maximum value from best practices is usually attributed to knowledge management. One is an extension of the other. Knowledge management can be looked upon as the management of knowledge about best practices whether in the mind as human capital or as intellectual assets or property. Most organizations now recognize the absolute imperative for the identification and collection of best practices through benchmarking. It can be a strategic strength when practiced and a fatal weakness if not pursued. But there is a serious disconnection in the exchange and adoption process. Despite significant advances in the approaches and technology that pursue improvement (six sigma, process redesign, customer relationship management, etc.), organizations continue to experience great difficulty in successfully transferring leading practices. Some would say these are exemplary, proven, observed, or promising, but, in the final analysis, they are best practices -with the objective of becoming world class. More insight is needed into how leading, or best practices are transferred and adopted - said differently, best practices for knowledge transfer or knowledge management.
Sprache
Verlagsort
Verlagsgruppe
Zielgruppe
Für höhere Schule und Studium
Für Beruf und Forschung
Illustrationen
Maße
Höhe: 23.5 cm
Breite: 15.5 cm
Gewicht
ISBN-13
978-3-540-67484-9 (9783540674849)
DOI
10.1007/978-3-662-04466-7
Schweitzer Klassifikation
Introduction.- Design Fields: P. Heisig: Business Process Oriented Knowledge Management.- J. Vorbeck, I. Finke: Motivation and Competence for Knowledge Management.- P. Heisig, J. Vorbeck, J. Niebuhr: Intellectual Capital.- I. Hoffmann: Knowledge Management Tools.- Survey: P. Heisig, J. Vorbeck: Benchmarking Survey Results.- Case Studies: P. Heisig, F. Spellerberg: Knowledge Management: The 'One Company Platform' - Arthur D. Little, Inc.- P. Heisig, J. Vorbeck: Cultural Change Triggers Best Practice Sharing - British Aerospace plc.- J. Vorbeck, R. Habbel: Sophisticated Information Technology to Promote Knowledge Sharing and Communication - Booz Allen & Hamilton.- P. Heisig, J. Runeson: Measuring Intangible Assets for Sustainable Business Growth - Celemi AB. Medium-Sized and Fast Growing.- J. Vorbeck, P. Heisig: Knowledge Management and Customer Orientation - Hewlett Packard Austria.- J. Vorbeck, P. Heisig, A. Martin, P. Schütt: Knowledge Management in a Global Company - IBM Global Services.- P. Heisig, C. Berg, P. Drtina: Open Minded Corporate Culture and Management Supports the Sharing of External and Internal Knowledge - Phonak.- J. Vorbeck, I. Finke: Sharing Process Knowledge in Production Environments - Roche Diagnostics - Laboratory Systems.- P. Heisig, O. Diethert, U. Romanski: Measuring Knowledge and Generating Knowledge about the Future - Skandia AFS and Skandia Lebensversicherungen AG.- P. Heisig: Secure Tacit and External Knowledge in the Insurance Industry.- KM in Europe: European Landscape of Knowledge Management.
