Managing Organizational Knowledge

Book description

Organizations of all sizes and types are facing a duel threat and opportunity. At the very moment when global markets are becoming available, these organizations are losing valuable people resources due to "boomer" retirements and downsizing strategies. As the technologies arrive to facilitate knowledge sharing across organizational and people boun

Table of contents

  1. Cover
  2. Half Title
  3. Title Page
  4. Copyright Page
  5. Dedication
  6. Table of Contents
  7. Acknowledgments
  8. Introduction
  9. Chapter 1 Knowledge as an asset—Really?
  10. Chapter 2 The new realities of knowledge management
    1. The growing knowledge gap
      1. “Boomer” retirements
      2. Downsizing
      3. Unforced resignations
      4. Internal promotions
      5. Market globalization
      6. Technology advances
      7. Business complexity
    2. Knowledge opportunities
    3. Return on investment
    4. A call to action
  11. Chapter 3 KM beliefs
    1. Knowledge sharing and reuse
    2. Learning organization
    3. Best practices
    4. Communities of practice
    5. Conclusion
  12. Chapter 4 KM processes
    1. Knowledge discovery
    2. Knowledge capture
    3. Knowledge organization
    4. Knowledge use
    5. Knowledge transfer
    6. Knowledge retention
    7. Conclusion
  13. Chapter 5 Defining organizational knowledge
    1. Knowledge categories
      1. Individual knowledge
      2. Global knowledge
      3. Organizational knowledge
    2. Explicit, tacit, and implicit knowledge
      1. Explicit knowledge
      2. Tacit knowledge
      3. Implicit knowledge
    3. Knowledge characteristics
    4. Why bother?
    5. Conclusion
  14. Chapter 6 Recognizing organizational knowledge
    1. Data
    2. Information
    3. Decision making
    4. Conclusion
  15. Chapter 7 The knowledge retention policy—Level one
    1. General management statement
    2. Knowledge asset inventory
      1. Knowledge areas
      2. Knowledge topics
      3. Knowledge expert
      4. Organizational importance
      5. Transfer status
      6. Knowledge transfer mechanisms
    3. KRP activities
    4. Conclusion
  16. Chapter 8 The knowledge retention policy—Level two
    1. Documentation
    2. Training
    3. Apprenticeships
    4. Mentoring/coaching
    5. Cross-training
    6. Communications
    7. Conclusion
  17. Chapter 9 A model for managing organizational knowledge
    1. KIPPAR Model
    2. The knowledge inventory
    3. The artifacts pillar
    4. The processes pillar
    5. The projects pillar
    6. Repository products
    7. KM or ECM
    8. Conclusion
  18. Chapter 10 Implementation strategies
    1. KM initiation activities
      1. Establish common definitions
      2. Define your knowledge management vision
      3. Assess organizational beliefs
      4. Encourage communities of practice
      5. Launch your KM effort as a project
      6. Build a knowledge portal
      7. Create a sample knowledge retention policy
    2. KM operational activities
      1. Define personal knowledge goals
      2. Harvest knowledge assets from projects
      3. Engage contributing disciplines
      4. Emphasize “management” elements of KM
    3. Conclusion
  19. Chapter 11 Knowledge management solutions
    1. Functionality
    2. Usability
    3. Personalized knowledge apps
    4. Organizational portals
    5. Project portals
      1. Common entry point
      2. Distinct presence
      3. Administrative versus functional content
      4. Transition artifacts
  20. Conclusion
    1. Appendix A: KM Vision Statement
    2. Appendix B: KRP—General Management Statement
    3. Appendix C: KRP—Intellectual Assets Inventory
    4. Appendix D: KRP—Knowledge Transfer Details
    5. About the author

Product information

  • Title: Managing Organizational Knowledge
  • Author(s): A. Tryon Jr.
  • Release date: April 2016
  • Publisher(s): CRC Press
  • ISBN: 9781000755732