"Knowledge Management" explores the concept of knowledge management (KM) from a leadership and strategic management perspective, providing a detailed overview of the process of designing and introducing a KM focus into an organisation. With an increasing focus on KM in the business community and in business education, this text is a timely resource that attempts offer a conceptual framework to KM and reiterates that KM is people driven not systems-driven. The text recognises the benefits of collecting, organising and sharing each worker's knowledge base although identifies that there needs to be much stronger recognition of the need to build a knowledge culture, so that the values and recognition of knowledge activities are clearly integrated into everyday work practices. KM should be based on strong leadership, strategic management, and an effectively managed service. The text is ideal for students studying business and management, as it provides a practical, realistic and achievable view of KM, drawing from a range of perspectives and business experiences.
It explores the associated issues of change management, leadership and organisational context issues in relation to designing, developing and maintaining a knowledge culture, and identifies the management and leadership strategies that should underpin an effective knowledge environment.
Table of Contents
PPART 1: KNOWLEDGE INFLUENCES Chapter 1 The knowledge context Introduction External influences on organisations The changing nature of organisations Types of organisations Strategic management in organisations Knowledge management Knowledge management: an emerging concept A Model of Strategic Knowledge Management Chapter 2: An Introduction to strategic knowledge management Introduction Knowledge workers Phases of knowledge development The knowledge management infrastructure Harnessing organisational knowledge Communities of practice The five P's of strategic knowledge management Building knowledge management into the strategic framework. Chapter 3: The knowledge leader Introduction The contribution of disciplines to knowledge leadership The generic attributes of the knowledge leader Specific knowledge leadership roles Leading knowledge teams Leading a knowledge network Recruiting and selecting knowledge leaders Chapter 4: Developing and sustaining a knowledge culture Introduction Organisational cultures Effective knowledge cultures Knowledge culture enablers Maintaining the knowledge culture during change Reviewing the existing knowledge culture Planning for knowledge culture enhancement Implementing knowledge culture enhancement programs Maintaining the knowledge culture PART 2: KNOWLEDGE FOUNDATIONS Chapter 5: Supporting knowledge management through human resource management practices Introduction Structural support for knowledge management The impact of organisational structure on knowledge management Staffing Performance management Rewarding high-achieving knowledge workers Learning and development Organisational evaluation and review Chapter 6: Supporting knowledge management through technology Introduction Knowledge management systems Knowledge system technologies Knowledge management subsystems Knowledge management system development Maintaining the knowledge management system PART 3: KNOWLEDGE APPLICATIONS Chapter 7: Developing a core knowledge framework Introduction Core knowledge The three phases of managing core knowledge Phase 1: Clarifying the core knowledge scope Phase 2: Define core knowledge parameters Developing the core knowledge structure Content authorship Chapter 8: Developing and managing knowledge repositories Introduction Effective knowledge repositories Mapping the content structure Repository quality control Chapter 9: Developing an effective knowledge service Introduction Knowledge services Knowledge service contributors Models of service provision Knowledge service staff Funding and promoting the knowledge service Supporting the organisation Evaluating the effectiveness of the knowledge service Chapter 10: Learning and development in a knowledge setting Introduction Learning in a knowledge environment Creating a holistic developmental approach Developing social capital Developing knowledge leadership capabilities Project-based learning Working with technology Building a comprehensive knowledge development strategy Planning for individual development PART 4: KNOWLEDGE ENHANCEMENT AND REVIEW Chapter 11: Evaluating the effectiveness of the knowledge strategy Introduction Why evaluate knowledge management? Knowledge strategy evaluation: some basic principles Identifying and measuring knowledge inputs Evaluating and measuring intellectual and social capital Evaluating knowledge management outcomes The balanced scorecard approach Benchmarking as an evaluation strategy Evaluation change Chapter 12: Sustainable knowledge management Introduction Facilitating successful and sustainable knowledge management Knowledge management and large organisations Structural issues Cultural issues Knowledge management in small to medium enterprises Knowledge needs of franchise organisations Mergers, acquisitions and downsizing Developing nations and knowledge management National knowledge strategies Chapter 13: An overall view of strategic knowledge development Introduction Integrated knowledge development Identifying and confronting potential knowledge management challenges Looking ahead: further research on knowledge management Key knowledge management principles Conclusion