Description
WILEY INDIA Knowledge Management by Shelda Debowski
This book explores the concept of knowledge management (KM) from a leadership and strategic management perspective. It is a timely resource that attempts offer a conceptual framework to KM, and reiterates that KM is people driven not systems-driven
This book provides suggestions for building a strategic knowledge philosophy into a business culture, values and recognizes knowledge management activities, explores the influences and support systems that should be offered from various service areas within the organization, and the new forms of service that should be built into the organization.
TABLE OF CONTENTS
Part 1: The Knowledge Context
Chapter 1 - The Knowledge Environment
· The changing nature of organisations
· Strategic management in organisations
· Information, Knowledge and Organisational Know-how
· Developing a knowledge culture
· A Model of Strategic Knowledge Management
· Overview
Chapter 2: An Introduction to Strategic Knowledge Management
· Phases of Knowledge Development
· The Knowledge Management Infrastructure
· Some key principles of strategic knowledge management
· Strategic Knowledge Management Principles
· Building knowledge management into the strategic framework
Part 2: The Knowledge Management Culture
Chapter 3 - The Knowledge Leader
· The evolution of the knowledge leader
· The role of the knowledge leader
· Key knowledge leadership skills
· Encouraging knowledge leadership across the organisational community
· Knowledge team leadership skills
· Selecting knowledge leaders
Chapter 4: Building and leading a knowledge culture
· Successful Organisational Change and Cultural Evolution
· Why knowledge systems fail
· Introducing the knowledge culture
· Introducing the new system
· Changing existing values
· Encouraging changed practices and systems
Chapter 5: Developing the knowledge architecture: A humanistic perspective
· The Human Resource Architecture: People = knowledge.
· Human Factors affecting successful knowledge management
· Integrating knowledge into human resource management processes
Part 3: Building The Knowledge Infrastructure
Chapter 6: Building an Integrated Strategic Organisational Knowledge System
· Developing the knowledge infrastructure
· The Established Knowledge Environment
· The New Knowledge Environment
· Creating the integrated knowledge system
Chapter 7: Defining and Capturing Core Knowledge
· Translating the core knowledge policy into strategic knowledge outcomes.
· Knowledge mapping
· Constructing an organisational knowledge strategy
· Conducting a Knowledge Audit
· Constructing the Knowledge Bank
· Assessing knowledge capture costs
· Developing the organisational knowledge policy
Chapter 8: Capturing and Managing the Strategic Knowledge
· Creating an efficient knowledge capture system
· Maintaining security over strategic knowledge
· Intellectual property issues
· Maintaining the knowledge repository
· Accessing the information
· Knowledge archival issues
Chapter 9: Developing an effective knowledge service
· Defining the knowledge service
· Some typical knowledge services
· Key principles of the knowledge service
· Knowledge worker competencies
· Shaping the service to suit user needs
· Matching the service to strategic priorities
· The human element: placing the user at the centre of the service focus
· Building a Customer Service Charter and Plan
· Implications for resourcing
· Service Marketing
Chapter 10: Developing Effective Knowledge Users
· Essential knowledge competencies
· Types of users found in organisations
· Good knowledge users are made, not born
· Evaluating user competencies
· Online user support strategies
· Training users in knowledge applications
· Integrating knowledge training into the new employee orientation program
Part 4: Evaluating Knowledge Management Effectiveness
Chapter 11: Measuring Knowledge Take-up
· Historical Lessons
· The Accountable Costs of Knowledge Management
· The Hidden Costs of Knowledge Management
· Hidden Challenges associated with Knowledge Take-up
· Measuring Knowledge Adoption
· Measuring knowledge service impact
Chapter 12: Knowledge Management Challenges
· The challenges associated with leading knowledge management
· Maintaining a Strategic Focus
· Building a sharing culture
· Gaining wide spread acceptance and adoption
· System changes and their introduction
· Stakeholder Attitudes and Support
· Using knowledge strategically
· Responding to new strategic initiatives and drivers
· Mergers, takeovers and downsizing
· Matching the service to the organisation
· Educating users
· Emphasising service
· Building realistic expectations of the service capabilities
· Setting boundaries on the service scope
Chapter 13: A Holistic View of Strategic Knowledge Management
· Reviewing the Model of Strategic Knowledge Culture Development
· Leadership: the first step to successful culture building
· Putting people first: the key strategy in leading a successful knowledge service
· A new, integrated system view
· The knowledge culture: building support through the human resource process
· A summary of the key principles to adopt in developing and leading a strategic knowledge service
· Tailoring knowledge management to the large, complex organisation
· Small organisations and their knowledge needs
· Franchise organisations: some special considerations
· Mergers and their implications
· In uncertain times: maintaining the service in turbulent settings
· Some final pointers and predictions