Knowledge Management and Organizational Learning: A Reader by Laurence Prusak (E

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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.

FORMATPaperback LANGUAGEEnglish CONDITIONBrand New Publisher 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 withpractical examples and focuses on the most critical issues, featuring seminal contributions from leading authorities including:* Thomas Davenport,* DorothyLeonard,* 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.

Author Biography

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. andoverseas 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 inResidence.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 KnowledgeManager' (McKinsey Quarterly, 2001).

Table of Contents

Eric Matson and Laurence Prusak: Introduction and OverviewThe Strategic Importance of Knowledge and Learning1: Robert Grant: Knowledge Management and the Knowledge-Based Economy2: Michael H. Zack: Developing a Knowledge Strategy3: Atul Gawande: The Learning Curve4: Gerardo Pattriotta: Knowlege-In-The-Making: The 'Construction' of Fiat's Melfi Factory5: Dorothy Leonard and Walter Swap: Generating Creative Options6: Salvatore Parise and Laurence Prusak: Partnerships for Knowledge CreationKnowledge Retention and Organizational Learning7: Arnold Kransdorff and Russell Williams: Swing Doors and Musical Chairs8: Linda Argote: Organizational Memory9: John Seely Brown and Paul Duguid: Balancing Act: How to Capture Knowledge Without Killing ItKnowledge Transfer and Dissemination10: Kenneth T. Derr: Managing Knowledge the Chevron Way11: Gabriel Szulanski and Sidney Winter: Getting it Right the Second Time12: Lowell L. Bryan: Making a Market in Knowledge13: Eric Matson and Laurence Prusak: The Performance Variability DilemmaSocial Perspectives14: Anil K. Gupta and Vijay Govindarajan: Knowledge Management's Social Dimension: Lessons from Nucor Steel15: W. Chan Kim and Renée Mauborgne: Fair Process: Managing in the Knowledge Economy16: Etienne C. Wenger and William M. Snyder: Communities of Practice: The Organizational Frontier17: Rob Cross, Andrew Parker, Laurence Prusak, and Stephen P. Borgatti: Knowing What we Know: Supporting Knowledge Creation and Sharing in Social NetworksFuture Directions18: Peter F. Drucker: Knowledge-Worker Productivity: The Biggest Challenge19: Thomas H. Davenport and John Glaser: Just-in-Time Delivery Comes to Knowledge Management20: Leigh Weiss and Laurence Prusak: Seeing Knowledge Plain: How to Make Knowledge Visible21: Michael Idinopulos and Lee Kempler: Do you Know who your Experts are?22: Jeffrey H. Dyer and Nile W. Hatch: Using Supplier Networks to Learn Faster

Long 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 withpractical 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,* PeterDruckard.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 andexecutive courses to learn from the latest examples on this topic.

Feature

Features many practical examples, including detailed cases from Chevron, Nucor Steel, Partners Healthcare, and XeroxIndividual sections examine the critical issues, allowing the reader to focus on those relevant to their needsIncludes seminal contributions from leading authorities, including Thomas Davenport, Robert Grant, Dorothy Leonard, John Seely Brown, and Sidney Winter.Edited and introduced by noted authorities in the field, with years of experience in managing knowledge-based issuesTailored to the needs of students and executives on graduate and executive education courses

Details ISBN0199291802 Short Title KNOWLEDGE MGMT & ORGANIZATIONA Series Oxford Management Readers Language English ISBN-10 0199291802 ISBN-13 9780199291809 Media Book Format Paperback Illustrations Yes Year 2006 Imprint Oxford University Press Subtitle A Reader Place of Publication Oxford Country of Publication United Kingdom Edited by Laurence Prusak Affiliation Manager, Institute for Corporate Excellence, McKinsey & Company DOI 10.1604/9780199291809 UK Release Date 2006-08-17 AU Release Date 2006-08-17 NZ Release Date 2006-08-17 Author Eric Matson Pages 386 Publisher Oxford University Press Publication Date 2006-08-17 Alternative 9780199291793 DEWEY 658.4038 Audience Undergraduate We've got this

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