book

Organizational Design for Knowledge Management

Name: Organizational Design for Knowledge Management
Author: Mona Ben Chouikha
ISBN: 9781848219229

by Mona Ben Chouikha

February 2016

Beginner

194 pages

5h 25m

English

Wiley-ISTE

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Cover Page
Title Page
Copyright Page
Contents
Introduction
Part 1. A Systemic Approach to the Organization Based on Knowledge Management and its Tools
Chapter 1. Theoretical Anchoring of Knowledge
1.1. Individual knowledge and skills1.1.1. Data1.1.2. Information1.1.3. Knowledge1.1.4. Skill1.2. From individual learning to organizational learning1.2.1. Individual learning1.2.2. Organizational learning1.3. Knowledge management1.3.1. Knowledge acquisition1.3.2. Knowledge storage1.3.3. Knowledge transfer1.3.4. Knowledge application1.3.5. Creation of new knowledge1.4. Knowledge management systems1.4.1. Information systems1.4.2. The characteristics of a knowledge management system1.5. Communities, teams and knowledge management1.5.1. Communities1.5.2. Teams1.6. Knowledge management and cultures1.6.1. National culture1.6.2. Organizational culture1.6.3. Professional culture
Chapter 2. The Design of the Learning Organization
2.1. From the systemic approach to the organizational design2.1.1. Systemic approach2.1.2. The “organizational design” school of thought2.2. Proposal of an organizational design for knowledge management: “learning organization design”2.2.1. Classification of works pertaining to knowledge management2.2.2. The learning organization design
Part 2. Emergence of a New Design: that of the Learning Organization
Chapter 3. Real-World Access Methodology
3.1. Methodological choices3.1.1. Methodology3.1.2. Participant observation3.2. The field of research3.2.1. Presentation of the research area3.2.2. Stitching together of operational activities into occupational processes3.3. Data collection3.3.1. Theoretical sampling3.3.2. Data collection3.4. Processing of the collected data3.4.1. Thematic content analysis3.4.2. Multi-angular analysis

Chapter 4. Case Study
4.1. Design of the learning organization SCCC (before the merger)4.1.1. Strategy4.1.2. Incentive systems4.1.3. People4.1.4. Technology: KMS4.1.5. Structure4.2. Design of the learning organization SCCC (period of merger with N)4.2.1. Strategy4.2.2. Incentive systems4.2.3. People4.2.4. Technology4.2.5. Structure4.3. Design of the learning organization NSN (post-merger)4.3.1. Strategy4.3.2. Incentive systems4.3.3. People4.3.4. Technology4.3.5. Structure4.4. Overview of the three phases
Chapter 5. Emergence of a New Organizational Design
5.1. Emergence of a design of the learning organization5.1.1. Flexibility through integrative devices5.1.2. Consistency/inconsistency in regard to the domain “strategy”5.1.3. Consistency/inconsistency in regard to the “incentive systems” domain5.1.4. Consistency/inconsistency in regard to the “technology” domain5.1.5. Consistency/inconsistency in regard to the “structure” domain5.2. Emergence of a new organizational design in view of the impact of culture5.3. Emergence of a new organizational design when faced with knowledge boundaries5.3.1. Knowledge boundary management5.3.2. Design of the learning organization in the face of knowledge boundaries
Conclusion
Bibliography
Index
Footnotes

Overview

Information and communication technologies have increased their share of services in contemporary economic exchanges. We are witnessing a transformation of modern economies characterized by a predominant role of information and knowledge in the production of wealth. In order to make this intangible resource bear fruit, organizations are looking for ways, methods, procedures, processes and technical solutions to efficiently manage knowledge Within a framework of research into synergies and resource interdependence, organizations also rely on strategic alliances (joint venture), mergers or other legal forms of association that have an impact on knowledge management. This book explores the range of knowledge management techniques.

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