
Knowledge Management and Organizational Learning
A Reader
Oxford University Press
Published on 17. August 2006
Book
Hardback
388 pages
978-0-19-929179-3 (ISBN)
Description
Over the past decade, knowledge and learning have emerged as the keys to economic success and as a focus for thinking about organizational effectiveness and innovation. An overwhelming majority of large organizations now engage in a wide range of knowledge and learning activities and nearly all have programs and personnel explicitly dedicated to these tasks.
The volume is targeted at those new to knowledge and learning, and is filled with practical examples and focuses on the most critical issues, featuring seminal contributions from leading authorities including:
* Thomas Davenport,
* Dorothy Leonard,
* John Seely Brown,
* Sidney Winter,
* W. Chan Kim,
* Peter Druckard.
The book is organized around the three key steps in managing knowledge: development, retention, and transfer. These sections are preceded by a section creating the strategic context for knowledge and followed by a section on the social dimensions that are often overlooked. Finally, the book looks to the future of knowledge and learning.
This Reader is an accessible way for executives and students taking advanced Management Studies and executive courses to learn from the latest examples on this topic.
The volume is targeted at those new to knowledge and learning, and is filled with practical examples and focuses on the most critical issues, featuring seminal contributions from leading authorities including:
* Thomas Davenport,
* Dorothy Leonard,
* John Seely Brown,
* Sidney Winter,
* W. Chan Kim,
* Peter Druckard.
The book is organized around the three key steps in managing knowledge: development, retention, and transfer. These sections are preceded by a section creating the strategic context for knowledge and followed by a section on the social dimensions that are often overlooked. Finally, the book looks to the future of knowledge and learning.
This Reader is an accessible way for executives and students taking advanced Management Studies and executive courses to learn from the latest examples on this topic.
More details
Series
Language
English
Place of publication
Oxford
United Kingdom
Target group
College/higher education
Professional and scholarly
Dimensions
Height: 240 mm
Width: 161 mm
Thickness: 25 mm
Weight
746 gr
ISBN-13
978-0-19-929179-3 (9780199291793)
Copyright in bibliographic data and cover images is held by Nielsen Book Services Limited or by the publishers or by their respective licensors: all rights reserved.
Schweitzer Classification
Other editions
Additional editions

Book
08/2006
Oxford University Press
€75.00
Shipment within 15-20 days
Persons
Larry Prusak is a researcher and consultant and was the founder and Executive Director of the Institute for Knowledge Management (IKM). This was a global consortium of member organizations engaged in advancing the practice of knowledge management through action research. Larry has had extensive experience, within the U.S. and internationally, in helping organizations work with their information and knowledge resources. He has also consulted with many U.S. and overseas government agencies and international organizations (NGO's). He currently co-directs 'Working Knowledge', a knowledge research program at Babson College, where he is a Distinguished Scholar in Residence.
Larry's most recent book (co-authored with Tom Davenport) is What's the Big Idea?, published by Harvard Business School Press in Spring, 2003. He has also recently edited a volume with E. Lesser, Creating Value with Knowledge (Oxford University Press, 2003).
Eric Matson is a manager in McKinsey's Institute for Corporate Excellence, where he leads research efforts to better understand the drivers of enduring corporate performance. His currently focuses on profiling the world's leading companies to better understand how they excel in selected areas such as network management, knowledge management, and talent management.
Prior to joining McKinsey in 1999, Mr. Matson worked as a writer for Fast Company magazine and as a consultant for Monitor Company. His recent publications include 'The Performance Variability Dilemma' (Sloan Management Review, 2003), 'Strengthening Your Organization's Internal Knowledge Market' (Organizational Dynamics, 2003), 'Leveraging Group Knowledge for High Performance Decision Making' (Organizational Dynamics, 2002), and 'Managing the Knowledge Manager' (McKinsey Quarterly, 2001).
Larry's most recent book (co-authored with Tom Davenport) is What's the Big Idea?, published by Harvard Business School Press in Spring, 2003. He has also recently edited a volume with E. Lesser, Creating Value with Knowledge (Oxford University Press, 2003).
Eric Matson is a manager in McKinsey's Institute for Corporate Excellence, where he leads research efforts to better understand the drivers of enduring corporate performance. His currently focuses on profiling the world's leading companies to better understand how they excel in selected areas such as network management, knowledge management, and talent management.
Prior to joining McKinsey in 1999, Mr. Matson worked as a writer for Fast Company magazine and as a consultant for Monitor Company. His recent publications include 'The Performance Variability Dilemma' (Sloan Management Review, 2003), 'Strengthening Your Organization's Internal Knowledge Market' (Organizational Dynamics, 2003), 'Leveraging Group Knowledge for High Performance Decision Making' (Organizational Dynamics, 2002), and 'Managing the Knowledge Manager' (McKinsey Quarterly, 2001).
Editor
Distinguished Scholar in Residence, Babson College
Manager, Institute for Corporate Excellence, McKinsey & Company
Content
THE STRATEGIC IMPORTANCE OF KNOWLEDGE AND LEARNING ; KNOWLEDGE RETENTION AND ORGANIZATIONAL LEARNING ; KNOWLEDGE TRANSFER AND DISSEMINATION ; SOCIAL PERSPECTIVES ; FUTURE DIRECTIONS