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.
Richard Harrison, Alessandro Lomi, Michael Lounsbury
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.
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.
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?
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