Knowledge Management Handbook

Dr. Liebowitz is the Orkand Endowed Chair of Management and Technology in The Graduate School at the University of Maryland University College (UMUC). He is ranked one of the top 10 knowledge management (KM) researchers/practitioners out of 11,000 worldwide and was ranked number two in KM strategy worldwide according to the January 2010 Journal of Knowledge Management. He is a Fulbright Scholar, IEEE-USA Federal Communications Commission Executive Fellow, and Computer Educator of the Year (International Association for Computer Information Systems). He has published over 40 books and a myriad of journal articles on knowledge management, intelligent systems, and IT management. His most recent books are: Knowledge Retention: Strategies and SolutionsKnowledge Management in Public HealthKnowledge Management and E-LearningBeyond Knowledge Management: What Every Leader Should Know

"… focuses on the most important features of modern-day knowledge management, and so is very much a new edition of the handbook compared to the 1999 edition, not just a re-tread ... . The examples come from several countries and include not-for-profit organizations. This will be just what international business school classes need. ... a good source of practical examples ... ."—Professor John S. Edwards, Executive Dean, Aston Business School"Since the first Knowledge Management Handbook was published in 1999, "social" has become part of everyone’s life – virtual interactions with relatives and friends, as well as collaborative efforts among teams of colleagues (at work or volunteer group efforts). The contributors to this volume are not concerned with institutions and organizations creating social networking opportunities for the sake of being "cool" and doing what the literature says other organizations (i.e., their competition) are doing. These are purposeful efforts making it possible and easy for individuals and teams of workers to share knowledge with one another. The cases highlighted in this second edition focus on how collaborative tools and knowledge sharing efforts facilitate goal achievement, often moving organizations in directions they had not thought to go before and pivoting more quickly than they’d been able to in the past. This ability to adapt to new situations and take advantage of opportunities as they arise is the penultimate goal of knowledge management (KM)."—Barbie E. Keiser

• Collaboration and Social Networking: The Keys to Knowledge Management—Introductory Thoughts. Knowledge and Collaboration in Multihub Networks: Orchestration Processes among Clinical Commissioning Groups (CCGs) in the United Kingdom. Religious Communities of Practice and Knowledge Management—The Potential for Cross-Domain Learning. Cross-Cultural Technology-Mediated Collaboration: Case Study of Oxfam Quebec and Peru. Enabling Knowledge Exchange to Improve Health Outcomes through a Multipartner Global Health Program. Emperor: A Method for Collaborative Experience Management. Real-Time Knowledge Management: Providing the Knowledge Just-In-Time. Building Vertical and Horizontal Networks to Support Organizational Business. Social Network Analysis: A Pharmaceutical Sales and Marketing Application. Collaborating Using Social Networking at Price Modern. Visual Knowledge Networks Analytics. A Framework for Fostering Multidisciplinary Research Collaboration and Scientific Networking within University Environs. Knowledge Management and Collaboration: Big Budget Results in a Low Budget World. TATA Chemicals—Knowledge Management Case Study. Knowledge-Enabled High-Performing Teams of Leaders.