In today’s world, strategic knowledge management is a critical practice for all businesses seeking to protect its assets and produce intelligible and useable information. However, formally implementing a comprehensive knowledge management infrastructure to support an
organization—enabling businesses to create, protect, and collaborate through knowledge—is often easier said than done. How do businesses adapt to the evolving challenges of knowledge management, and what best-practice tips are actually based on common misconceptions?
From social media and collaborative information systems to new technological developments in cognitive computing and artificial intelligence, (Il)logical Knowledge Management dives deep into the sometimes less-than-logical approaches to knowledge management that pervade present practice. It goes
beyond existing understanding of how knowledge is transferred, stored, and shared to address the key challenges organizations face in overseeing their business’ knowledge management efforts. In finding the logical by way of the illogical, Beverly Weed-Schertzer highlights opportunities in both
the public and private sectors to improve the efficacy and extent of knowledge management infrastructure.
Denise Bedford, Ira Chalpin, Karen Dietz, Karla Phlypo
£87.50
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The communication of knowledge is a core concept in the field of knowledge management and an essential new role and responsibility of business managers. Knowledge capital is the primary source of wealth and the key source of productivity in the knowledge economy. Stockpiling and storing
knowledge diminishes its value. It is only through circulation that our knowledge capital realizes its business value.
Communicating Knowledge addresses essential management practices in the 21st-century knowledge economy. It speaks to the change that every organization is experiencing as they transition from an industrial to a knowledge organization. The COVID-19 pandemic has heightened an awareness
of communications practices in the past year, with communication norms and behaviors being challenged at every level. How we communicate, when we communicate, with whom we communicate, and what we communicate is currently undergoing a global reform. Communication competencies are no longer
desirable qualities in managers - they are essential.
This book is intended for business managers working at all levels, knowledge management practitioners and scholars, communications professionals, practitioners, and consultants.
Communication as Social Theory: The Social Side of Knowledge Management develops a social theory at micro level, with communication as the essential social mechanism within the theory. Leadership expert Johannessen examines how we can advance communication as social theory.
The communicative process has been framed as a sequence: select-create-detect. The 'select' element occurs when a positive choice to communicate something is made, thereby deselecting something else. In this book 44 case letters have been developed. These case letters are designed to deepen,
underline and augment the 44 conceptual and empirical propositions that have been established. The core message is to promote change in social systems by focusing on changing micro-behaviours. In complex adaptable systems, the individual actors adapt their behaviour to each other on the basis of
the local minimal rules. This means that one cannot take individual behaviour for granted, but one must instead investigate individual behaviour within specific contexts.
For students of Management Studies and professionals in Leadership this work is a must for expanding their understanding.
Richard Harrison, Alessandro Lomi, Michael Lounsbury
£58.74
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The year 2012 was the 40th anniversary of the publication of Cohen, March, and Olsen's influential article "The Garbage Can Model of Organizational Choice", which offered a major new perspective on organizational decision making. To celebrate this enduring paradigm, its impact on our understanding
of organizational decision making, and the broad streams of research it has influenced, this collection of papers provides a rich demonstration of the influence that the GCM is continuing to have on current research. The chapters make original contributions to research on organizational decision
making by developing new models and theoretical extensions based on or inspired by prior garbage can work, by applying garbage can concepts and interpretations to new problems and novel settings. The book includes a paper from Cohen, March and Olsen, who record their memories of initial encounters
with garbage can ideas of organizational decision making, impressions of their current condition, and some thoughts on convolutions they may experience in the years ahead.
This study investigated the management of intellectual capital (observed as internal capital, external capital, and human capital) as a tool for non-financial organizational performance (observed as effectiveness, efficiency, and reputation). The study used self-administered survey questionnaires to
collect data on both the intellectual capital and non-financial organizational performance aspects of the Malaysian public sector which has undergone a radical transformation through New Public Management Reforms. The total number of participants was 1,092 covering the three levels (federal, state,
and the local governments) of the government. The results of the survey questionnaire were analyzed using a multivariate Structural Equation Model, and revealed that there is a significant and positive relationship between intellectual capital and performance. Findings provide useful input to
policymakers into the review of the relevant intellectual capital resources, and on improving the public sector performance. From a practical perspective, one way of increasing the level of public sector performance is to tie performance to intellectual capital.
As knowledge economies become increasingly important around the world, it is essential that organizations are able to transform their knowledge into a competitive advantage. This textbook offers an interdisciplinary approach to knowledge management written specifically for postgraduate students in
business and management schools. Knowledge Management presents classic and advanced concepts, models and frameworks using a clear logical structure, which covers building knowledge competence, the knowledge lifecycle, and integration of knowledge management with business decision making. An overall
framework illustrates links between chapters and ensures readers can gain a body of actionable knowledge rather than learning isolated, uncontextualized topics.Based on cutting-edge research findings and covering the most advanced IT and IS technologies, this book emphasises the need for knowledge
management to span boundaries across organizations, supply chains and partnerships, rather than being limited to individual learning and sharing within businesses. Knowledge Management is international in scope and includes real world case studies and role play scenarios to show how theories are
applied in practice, and "think back" and "critique discussion" questions to encourage reflective learning and critical thinking. This indispensable text provides a dynamic picture of the evolution of knowledge management and demonstrates its full potential to enable better business decisions.
Accompanying online resources include PowerPoint slides for lecturers and exercise questions for students.
As organizations continue to discover the power of storytelling to shape, transform and transfer knowledge, the need for complex resources to harness that power and meet business goals increases. At the forefront of this challenge are knowledge management practitioners, change management leaders,
and organizational development professionals who need information to obtain a practical advantage to implement sustainable storytelling initiatives.
Knowledge Management and the Practice of Storytelling: The Competencies and Skills Needed for a Successful Implementation offers practical advice and guidance on the skills and competencies needed to meet those challenges. Discussing the competencies needed to use language and performance
effectively to tell stories that will elicit tacit knowledge, this volume focuses on coaching strategies to help others develop storytelling skills, and provides background knowledge useful to champion and promote storytelling practices across organizational cultures and communities.
Knowledge Management and the Practice of Storytelling will prove especially useful to practitioners who are charged with the development and leadership of storytelling initiatives but may lack a robust background on the practicalities of organizational storytelling. To meet those challenges, the
book offers practical applications rooted in ethnographic research to find and select stories, conduct storytelling interviews, and analyse organizational communities and cultures to the meet the needs of target audiences. Most importantly, Knowledge Management and the Practice of Storytelling
offers practical advice on assessment and evaluation strategies to measure the effectiveness and organizational impact of storytelling.
With the establishment of the innovation economy, the Fourth Industrial Revolution is becoming a reality. As this occurs, new forms of leadership arise, generated by the interaction between leadership functions and neurology.
From political leadership to organizational structure, these industrial changes will cause ripples throughout our society. It is important to get ahead of these changes, adapting to the new forms of leadership necessary, before these ripples become tidal waves. In order to do so, expert author
Jon-Arild Johannessen turns to the processes that are a key part of the innovation economy, examining how value creation is changing in the new Industrial Revolution.
In this innovative book, Johannessen asks the question: what are the key value creation processes in the innovation economy? And how do these processes affect the logic of industry and industrial societies?
Eduardo FayosSola, Joao Albino Matos De Silva, Jafar Jafari, Jafar Jafari, Liping Cai
£143.74
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Sixty years after its birth, contemporary tourism is at crossroads. It has grown to become a key element of economic well-being, but it is threatened and threatening. Its enemies are congestion, destruction of natural and cultural environments, and social unrest. However, it also contributes its
fair share to these evils. How can tourism really become a fulcrum for development and sustainability in the 21st century? This is a matter of crucial importance for entrepreneurs, governments, and civil society stakeholders, and Knowledge Management in Tourism: Policy and Governance Applications
provides these key players with answers and queries, and above all with the strategic tools to understand and act. Knowledge Management in Tourism: Policy and Governance Applications is an indispensable instrument for everyone interested in the theory and practice of this very important human
pursuit: the quest for effectiveness, efficiency, and equity of tourism activities in helping build the future of mankind.
Leadership and strategy are intricately connected--one of the primary responsibilities of leaders is to formulate strategy. In an organization, only the leader has the power to implement strategic change. Thus strategic thinking is a necessary and fundamental cognitive ability of a leader. Strategic
thinking requires both an idealism (to imagine a better world) and a realism (to acquire the resources, skills and organization to get there). However, most organizations focus on short-term thinking for their employees and leave long-term strategy to the executives. But no high-level executive in
any organization is fully knowledgeable about the details of operations. Thus for realistic strategy, there is a need for good top-down and bottom-up communication. When organizational communication is only top-down, high-level strategy can become only wishful thinking by the CEO. The purpose of
proper strategic thinking is to eliminate wishful-thinking from organizational strategy. Strategic thinking is necessary at every level of an organization, not just at the top. This book uses actual histories of business successes and failures to illustrate theoretical concepts in strategic
thinking.