Critical Capabilities and Competencies for Knowledge Organizations

 
 
Emerald Publishing Limited; Working Methods for Knowledge Management
  • erschienen am 1. November 2019
  • |
  • 272 Seiten
 
E-Book | ePUB mit Adobe DRM | Systemvoraussetzungen
978-1-78973-769-1 (ISBN)
 
Failed knowledge management projects have one element in common: they fail to focus on the organization's core business functions and instead choose functions that are easy or might produce 'low-hanging fruit'. As a result, often even successful knowledge management projects add little value to the organization as they fail to address the pain points of the heart of the business. So how can knowledge management professionals position themselves for greatest success? In this practical guide, expert authors Alexeis Garcia-Perez, Juan Gabriel Cegarra-Navarro, Denise Bedford, Margo Thomas, and Susan Wakabayashi demonstrate how professionals can map knowledge resources to support business critical capabilities, and increase the impact of knowledge management projects. They also explain how to avoid investing in resources with low value, and how to develop strategies and action plans for different types of resources. Providing practical guidance for professionals, and including mini-case studies of successes and failures, this is an essential book for any knowledge management professional, researcher or student.
  • Englisch
  • Bingley
  • |
  • Großbritannien
Emerald Publishing Limited
  • 2,45 MB
978-1-78973-769-1 (9781789737691)
weitere Ausgaben werden ermittelt
  • Intro
  • Critical Capabilities and Competencies for Knowledge Organizations
  • Contents
  • Introduction to the Series - Working Methods in Knowledge Management
  • Joint Enterprise, Mutual Engagement, and a Shared Repertoire
  • Acknowledgments of Early Support
  • Preface
  • Overview of the Subject Matter
  • Where the Topic Fits in the World Today
  • Where the Book Fits in the Literature Today
  • Description of the Target Audience
  • Structure of the Book
  • Chapter Summaries
  • How the Book Impacts the Field
  • SECTION 1: THE NEW WORLD OF WORK AND WORKERS
  • Chapter 1: The Changing Landscape of Work
  • Chapter Summary
  • Changing Economic Landscape
  • Role of Knowledge Capital in Changing Landscape
  • Changing Nature of Work
  • How Organizations View and Manage People in New Landscape
  • Management Roles and Responsibilities for Knowledge Economy
  • Chapter Checklist
  • References and Recommended Future Readings
  • Chapter 2: Building an Organization's Knowledge Capacity
  • Chapter Summary
  • Knowledge Capacity - Definitions and Characterization
  • Knowledge Capacity for Change
  • Knowledge Capacity for Effectiveness
  • Building Knowledge Capacity Strategically
  • Building Organizational Capacity Through Individual Actions
  • Building Organizational Capacity Collectively
  • Chapter Checklist
  • References and Recommended Future Reading
  • Chapter 3: Fundamentals of ­Knowledge Capital
  • Chapter Summary
  • Knowledge Capital and Knowledge Capacity Building
  • Characterizations of Knowledge Capital
  • Types and Attributes of Knowledge Capital
  • Human Capital - Definitions and Examples
  • Tacit Knowledge as Capital
  • Skills and Competencies as Behaviors
  • Attitudes and Behaviors as Capital
  • Structural Capital - Definitions and Examples
  • Explicit Knowledge and Information as Capital
  • Procedural Knowledge as Capital
  • Organizational Culture as Capital
  • Relational Capital - Definitions and Examples
  • Networks and Network Relationships as Capital
  • Reputational Knowledge as Capital
  • Implications of the New Knowledge Capital
  • Chapter Checklist
  • References and Recommended Future Readings
  • Chapter 4: Building Knowledge ­Capacity Through Knowledge Capabilities
  • Chapter Summary
  • Knowledge Capabilities
  • Leadership and Strategy
  • Knowledge Capital Management
  • Collaboration and Communities
  • Culture and Communications
  • Knowledge Operations
  • Knowledge Technologies
  • Knowledge Architecture
  • Knowledge Asset Management
  • Knowledge Assessment
  • Organizational Learning
  • Assessing Current State Knowledge Capabilities
  • Assessing Current State of Leadership and Strategy - Key Questions
  • Assessing Current State of Knowledge Capital Management - Key Questions
  • Assessing Current State of Collaboration and Communities - Key Questions
  • Assessing Current State of Culture and Communication - Key Questions
  • Assessing Current State of Knowledge Operations - Key Questions
  • Assessing Current State of Knowledge Technologies - Key Questions
  • Assessing Current State of Knowledge ­Architecture - Key Questions
  • Assessing Current State of Asset Management - Key Questions
  • Assessing Current State of Assessment - Key Questions
  • Assessing Current State of Learning Environment - Key Questions
  • Determining Future State Knowledge Capabilities
  • Building Capacity Effectively
  • Chapter Checklist
  • References and Recommended Future Readings
  • SECTION 2: MANAGING ORGANIZATIONAL CAPABILITIES
  • Chapter 5: Knowledge Capabilities - Roles, Responsibilities, Placement
  • Chapter Summary
  • Roles and Responsibilities - Definition and Purpose
  • Knowledge Management Roles and Responsibilities - Current State
  • Analysis and Characterization of Knowledge Executive Job Postings
  • Analysis and Characterization of Mid-Level Knowledge Management Roles and Responsibilities in Current Job Postings
  • Analysis and Characterization of Entry-Level Knowledge Management Job Postings
  • Knowledge Management Roles and Responsibilities - Future State
  • Strategic Knowledge Management Responsibilities
  • Specialized Knowledge Management Roles and Responsibilities
  • Business-Aligned Knowledge Management Roles and Responsibilities
  • Universal Knowledge Management Roles and Responsibilities
  • Integrating New Roles and Responsibilities into Administrative Structures
  • Scenario A - Centralized Placement
  • Scenario B - Mixed Placement
  • Scenario C - Fully Integrated into Business
  • Scenario D - Fully Decentralized
  • Operationalizing Your Strategy Over Time
  • Chapter Checklist
  • References and Recommended Future Readings
  • Chapter 6: Revisiting Competence and Competencies
  • Chapter Summary
  • Competence and Competencies - Definition and Characterization
  • Competence Models
  • People and Work Competence
  • Knowledge Capital as Competence
  • Knowledge Capital Competence - Current State
  • Analysis and Characterization of Qualifications and Competences of Knowledge Executive Job Postings
  • Analysis and Characterization of Qualifications and Competences of Mid-Level Knowledge Management Job Postings
  • Analysis and Characterization of Qualifications and Competences of Entry-Level Knowledge Management Job Postings
  • Knowledge Competences - Future State
  • Implications of New Knowledge Capital Competences
  • Chapter Checklist
  • References and Recommended Future Readings
  • Chapter 7: Competence, Proficiency and Performance
  • Chapter Summary
  • Competence, Competencies, and Proficiency
  • Traditional Proficiency Models and Methods
  • Expanding Proficiency Models and Methods for Knowledge Competence
  • Growth Levels and Stages
  • Investment Roles
  • Sources of Growth
  • Chapter Checklist
  • References and Recommended Future Readings
  • Section 3: MANAGING INDIVIDUALCAPABILITIES
  • Chapter 8: Human Capital Competence and Proficiency
  • Chapter Summary
  • Human Capital Competence and Proficiency
  • Tacit Knowledge Competence and Proficiency
  • Skills and Competencies Models
  • Attitudes and Behaviors Models
  • Chapter Checklist
  • References and Recommended Future Readings
  • Chapter 9: Structural Capital Competence and Proficiency
  • Chapter Summary
  • Structural Capital Competence and Proficiency
  • Explicit Information Models
  • Procedural Knowledge Models
  • Organizational Culture Models
  • Chapter Checklist
  • References and Recommended Future Readings
  • Chapter 10: Relational Capital Competence and Proficiency
  • Chapter Summary
  • Relational Capital Competence and Proficiency
  • Network Capital Models
  • Reputational Capital Models
  • Chapter Checklist
  • References and Recommended Future Readings
  • Section 4: CHANGING LANDSCAPEOF HUMAN RESOURCE MANAGEMENT
  • Chapter 11: Aligning Strategies - Business, Knowledge and Human Resources
  • Chapter Summary
  • Knowledge Capacity Building Strategies
  • Fitness of the Strategy for the Organization
  • Aligning Strategies
  • Aligning Strategies - Role of Business Managers
  • Aligning Strategies - Role of Human Resource Managers
  • Aligning Strategies - Role of Knowledge Managers
  • Chapter Checklist
  • References and Recommended Future Readings
  • Chapter 12: Implications for Human Resource Management Roles and Responsibilities
  • Chapter Summary
  • Traditional Human Resource Management Roles and Responsibilities
  • How Human Resource Professionals Envision the Future
  • Transitioning from Managing Jobs to Managing Capacity and Capabilities
  • Trust, Transparency, Consistency, and Accountability
  • The New Human Resource Management Function
  • Chapter Checklist
  • References and Recommended Future Readings
  • Appendix: Pulling it all Together
  • Chapter Summary
  • Explaining the Project Plan
  • How to Use the Project Plan
  • INDEX

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