Organizational Design for Knowledge Management

Table of contents

1. Cover Page
2. Title Page
3. Copyright Page
4. Contents
5. Introduction
6. Part 1. A Systemic Approach to the Organization Based on Knowledge Management and its Tools
   1. Chapter 1. Theoretical Anchoring of Knowledge
      1. 1.1. Individual knowledge and skills
         1. 1.1.1. Data
         2. 1.1.2. Information
         3. 1.1.3. Knowledge
         4. 1.1.4. Skill
      2. 1.2. From individual learning to organizational learning
         1. 1.2.1. Individual learning
         2. 1.2.2. Organizational learning
      3. 1.3. Knowledge management
         1. 1.3.1. Knowledge acquisition
         2. 1.3.2. Knowledge storage
         3. 1.3.3. Knowledge transfer
         4. 1.3.4. Knowledge application
         5. 1.3.5. Creation of new knowledge
      4. 1.4. Knowledge management systems
         1. 1.4.1. Information systems
         2. 1.4.2. The characteristics of a knowledge management system
      5. 1.5. Communities, teams and knowledge management
         1. 1.5.1. Communities
         2. 1.5.2. Teams
      6. 1.6. Knowledge management and cultures
         1. 1.6.1. National culture
         2. 1.6.2. Organizational culture
         3. 1.6.3. Professional culture
   2. Chapter 2. The Design of the Learning Organization
      1. 2.1. From the systemic approach to the organizational design
         1. 2.1.1. Systemic approach
         2. 2.1.2. The “organizational design” school of thought
      2. 2.2. Proposal of an organizational design for knowledge management: “learning organization design”
         1. 2.2.1. Classification of works pertaining to knowledge management
         2. 2.2.2. The learning organization design
7. Part 2. Emergence of a New Design: that of the Learning Organization
   1. Chapter 3. Real-World Access Methodology
      1. 3.1. Methodological choices
         1. 3.1.1. Methodology
         2. 3.1.2. Participant observation
      2. 3.2. The field of research
         1. 3.2.1. Presentation of the research area
         2. 3.2.2. Stitching together of operational activities into occupational processes
      3. 3.3. Data collection
         1. 3.3.1. Theoretical sampling
         2. 3.3.2. Data collection
      4. 3.4. Processing of the collected data
         1. 3.4.1. Thematic content analysis
         2. 3.4.2. Multi-angular analysis
   2. Chapter 4. Case Study
      1. 4.1. Design of the learning organization SCCC (before the merger)
         1. 4.1.1. Strategy
         2. 4.1.2. Incentive systems
         3. 4.1.3. People
         4. 4.1.4. Technology: KMS
         5. 4.1.5. Structure
      2. 4.2. Design of the learning organization SCCC (period of merger with N)
         1. 4.2.1. Strategy
         2. 4.2.2. Incentive systems
         3. 4.2.3. People
         4. 4.2.4. Technology
         5. 4.2.5. Structure
      3. 4.3. Design of the learning organization NSN (post-merger)
         1. 4.3.1. Strategy
         2. 4.3.2. Incentive systems
         3. 4.3.3. People
         4. 4.3.4. Technology
         5. 4.3.5. Structure
      4. 4.4. Overview of the three phases
   3. Chapter 5. Emergence of a New Organizational Design
      1. 5.1. Emergence of a design of the learning organization
         1. 5.1.1. Flexibility through integrative devices
         2. 5.1.2. Consistency/inconsistency in regard to the domain “strategy”
         3. 5.1.3. Consistency/inconsistency in regard to the “incentive systems” domain
         4. 5.1.4. Consistency/inconsistency in regard to the “technology” domain
         5. 5.1.5. Consistency/inconsistency in regard to the “structure” domain
      2. 5.2. Emergence of a new organizational design in view of the impact of culture
      3. 5.3. Emergence of a new organizational design when faced with knowledge boundaries
         1. 5.3.1. Knowledge boundary management
         2. 5.3.2. Design of the learning organization in the face of knowledge boundaries
8. Conclusion
9. Bibliography
10. Index
11. Footnotes