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.
Dramatic changes to the structure of health systems since the 1980s has seen the development of large, integrated health organizations designed to provide scale and scope advantages, improve the quality of care and health outcomes, and provide greater bargaining power relative to payers and large
employers. This transition has led to greater interest in understanding hospitals and health systems as complex systems. Two important themes emerged from this effort: 1. Creation and organization of physician-health organizations, and alignment of these organizations with hospital or system
structure; and 2. Viewing health care organizations as complex systems, leading to new perspectives on design and management of these organizations. In Volume 15, Reuben McDaniel and L. Robert Burns, authors of two influential articles on these themes from earlier volumes of AHCM, revisit the
evolution of health systems organization in light of regulatory and organizational evolution in health care, including the Patient Protection and Accountable Care Act of 2010, and increasing consolidation of health systems. Five additional refereed papers assess the latest evidence on physician
integration, complexity, and system redesign.
E-logistics serves as the nerve system for the whole supply chain and enables smooth information flow within and between organizations. This contributed book focuses on the strategic role of e-logistics in today's dynamic global environment. In E-Logistics international experts from both academia
and industry examine how competitiveness and productivity in transport, logistics and supply chain management can be improved using e-logistics systems and technologies. A variety of successful e-logistics business approaches are discussed covering a range of commercial sectors and transport modes.
Separate chapters consider e-logistics developments for air freight; rail freight; road freight; sea transport and port systems. Subsequent chapters address in depth support systems for B2C and B2B e-commerce and e-fulfilment, warehouse management, RFID, electronic marketplaces, global supply
network visibility, and service chain automation. Industry case studies are used to support the discussion. The book also investigates emerging technologies in e-logistics and considers what the future might hold in this rapidly changing and developing field.
Sandra C. Buttigieg, Cheryl Rathert, Wilfried Von Eiff
Significant variations in the quality of health care management practices are present both within and across local, regional, and international health systems. With increasing globalization of health services, both quality and efficiency of care can benefit from shared learning on a regional and
global basis. Although systems and quality of health care delivery differ across the world, empirical research has found that people involved in health care, whether in the role of patients or health care providers, have similar wants and needs. Identifying and documenting best practices within and
across countries is more important than ever. Best practices in health care management organize clinical and administrative processes in ways that achieve leapfrog results as compared to normal standards in industry, potentially earning brand status. Advances in Health Care Management Volume 17
helps to shape emerging thinking about best practices in international health care management. The volume is divided into two sections: a set of commentaries from US and European scholars, and research articles that compare two or more health systems and focus on specific topics in health care
With the rising importance of knowledge as a primary factor in global industries, it is increasingly necessary for knowledge management professionals to understand, engage with, and speak the language of assets, investments and auditing. However, all too often, professionals don’t have these
skills, and have no way to learn them.
This exciting guide helps knowledge management professionals gain a basic understanding of assets, investments and audits, so they can command respect from those who are in control of financial investments. It also ensures that organizations have a roadmap for developing short- and long-term
investment strategies. Providing guidance for identifying assets - and liabilities - as well as describing the types of investment available to align with knowledge assets, expert authors Pawan Handa, Jean Pagani, and Denise Bedford walk readers through standard audit practices, and help you through
the process of designing, conducting, and reporting on the results of a knowledge audit.
For knowledge management professionals, corporate and business leaders and managers, workforce professionals, and educators, this is an unmissable guide that unites the new face of the global economy with accepted auditing practices.
Bill LaFayette, Wayne Curtis, Denise Bedford, Seema Iyer
Our global economy is going through a major transformation, from an industrial economy, to a knowledge economy, rendering knowledge a primary factor in production. In this practical, real-world focused book, expert authors Bill LaFayette, Wayne Curtis, Denise Bedford and Seema Iyer come together to
define and discuss knowledge work.
A common misconception claims that knowledge work is limited to high-skill and technology occupations. The truth is that this growing field applies across all aspects of the economy, which has critical implications on not only macro-, but also micro-levels. As the nature of work is changing, the
functions of managing work must also change, as well as our approaches to education and educational organizations. Through a thorough exploration of the functions and structures required to adapt to this change, as well as a close examination of the geography of knowledge, this first book in the
Working Methods for Knowledge Management series helps leaders leverage knowledge to better serve their communities, workplaces, and organizations.
This practical book serves as a guide for corporate leaders and managers, knowledge managers, workforce professionals, policy makers, labor economists, human capital researchers, and educators. It helps diverse audiences understand the implications of this transformation and helps them navigate this
Since it was established as a discipline in 1991, knowledge management has contributed significantly to our understanding of how firms can achieve competitive advantage. To build a foundation for competitive advantage, however, a company must first consider knowledge management as a strategic asset.
It must truly grasp how knowledge management can be utilized to build the future of the company.
Here Jon-Arild Johannessen examines the history of knowledge management in order to highlight the contributions that the discipline can make to twenty-first-century strategic challenges. Through a series of case studies, Johannessen delves into the relations between knowledge management,
organizational learning, innovation, and internal training in order to show how they can help firms gain sustainable competitive advantage. Using systemic thinking, a new way of looking at knowledge management, Johannessen focuses on how organizations can use their data to think about how to create
their own futures rather than simply to adapt to what others have created—how they can go beyond red ocean and even blue ocean theories in order to create their own oceans of possibility.
For the new perspective it offers on the biggest contemporary strategic challenges in business, Knowledge Management as a Strategic Asset is essential reading for managers, researchers, and anyone interested in the cutting edge of strategic thinking.
Can you identify five political leaders whose ideas you don’t share but for whom you still have respect? Or multiple media channels and news outlets you tend to disagree with but still listen to? In an age of heightened and polarized ideologies and viewpoints, it is becoming increasingly
important to engage in critical self-reflection about the dynamics of social influence in our personal and professional lives, and the responsibility we each bear as agents of social influence in local and global groups, teams, organizations, and communities.
Ruben and Gigliotti challenge readers to bring a more nuanced understanding of communication and social influence to the decisions they make as aspiring leaders and followers. Throughout the book, the authors explore vexing questions, such as how some leaders in the workplace, community, or national
political scene succeed in amassing large amounts of dedicated followers, and yet seemingly fail to exhibit the characteristics and competencies described by most experts in leadership? Or why certain social influence efforts seem to connect immediately and quite automatically with some audiences,
while possibilities for influence with other constituencies may only develop over a longer period—or not at all? By exploring the convergence of leadership and communication, Ruben and Gigliotti evaluate the ways in which the perspectives, messages, and behaviors of a sender/leader and
receiver/follower can resonate and the impact of this resonance on the responses and reactions of people around them.
Designed for leadership and communication students, scholars, and practitioners, Leadership, Communication, and Social Influence: A Theory of Resonance, Activation, and Cultivation offers a timely exploration into the evolution of leadership, communication, and social influence, and sheds light on
how we can all become more responsible leaders, followers, and citizens.
We've known for years now that demands on leaders are only increasing. Yet we have lacked widely understood, empirically grounded and rigorous ways to support the development of adequate maturity of heart, complexity of mind and skilful practice for leaders to meet these demands.
Over the past three decades, a growing number of scholars and practitioners have explored the value of a developmental approach to these issues. In Maturing Leadership, Jonathan Reams brings together a cast of expert contributors to introduce this work to a wider audience. While this approach has
previously been on the margins of mainstream leadership development research, Reams brings it to the centre, moving beyond the clichéd characterizations of 'inner work' to bring a finer granularity, precision and rigor to the subjective workings of leaders. The chapters explore how applying
insights from the field of constructivist cognitive development can be a key driver for supporting improvements in how we approach leadership development.
For researchers and students of leadership, this is an essential addition to the leading theories of developmental approaches to leadership. Increasing complexity in the world is not a passing fad, and the need for leaders to grow in the maturity and sophistication of their responses is a long-term
Christopher G. Stobart, Christopher L. Gilbert, Robin G. Adams
The mining industry faces distinct challenges. Mines have long lives, companies have little control over the prices at which they sell, prices are volatile, and the environmental impacts of mining are often not well managed. Despite this, the mining industry has received relatively little attention
from neither economists nor the wider business community. There is a need to address the unique management challenges raised by this globally important industry.
Modern Management in the Global Mining Industry addresses the economics of mining industries and the management of global mining companies in a manner which is both practical and guided by economic and management theory. Leading with the assertion that mining generates substantial benefits for all
its stakeholders provided it is well-managed, and that this includes management of environmental impacts, the book argues that mining companies should move to seeing environmental preservation and sustenance of local communities as an objective rather than a constraint.
The book will be an important reference for practitioners working in mining and related industries and to researchers of economic and management theory, mining operations, mining engineering and commodities.