Knowledge Management and Organizational Learning

Key readings on knowledge management for graduate students and MBAs, this volume focuses on what is happening in practice. It includes seminal contributison from leading authorities and practitioners, providing a compelling picture of how knowledge and learning work in practice by including detailed examples from organizations such as Chevron, Nucor Steel, Partners Healthcare, and Xerox.

(Oxford)

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Introduction and Overview; THE STRATEGIC IMPORTANCE OF KNOWLEDGE AND LEARNING; 1. Knowledge Management and the Knowledge-Based Economy; 2. Developing a Knowledge Strategy; 3. The Learning Curve; 4. Knowlege-In-The-Making: The 'Construction' of Fiat's Melfi Factory; 5. Generating Creative Options; 6. Partnerships for Knowledge Creation; KNOWLEDGE RETENTION AND ORGANIZATIONAL LEARNING; 7. Swing Doors and Musical Chairs; 8. Organizational Memory; 9. Balancing Act: How to Capture Knowledge Without Killing It; KNOWLEDGE TRANSFER AND DISSEMINATION; 10. Managing Knowledge the Chevron Way; 11. Getting it Right the Second Time; 12. Making a Market in Knowledge; 13. The Performance Variability Dilemma; SOCIAL PERSPECTIVES; 14. Knowledge Management's Social Dimension: Lessons from Nucor Steel; 15. Fair Process: Managing in the Knowledge Economy; 16. Communities of Practice: The Organizational Frontier; 17. Knowing What we Know: Supporting Knowledge Creation and Sharing in Social Networks; FUTURE DIRECTIONS; 18. Knowledge-Worker Productivity: The Biggest Challenge; 19. Just-in-Time Delivery Comes to Knowledge Management; 20. Seeing Knowledge Plain: How to Make Knowledge Visible; 21. Do you Know who your Experts are?; 22. Using Supplier Networks to Learn Faster

(Oxford)