This textbook provides a critical review and analysis of the key themes that underpin the subject of knowledge management in organizations. Adopting a thematic approach, Hislop presents the key debates and a wide range of perspectives in knowledge management. The book begins by presenting the epistemologies of knowledge, asking what do we mean by knowledge? How is knowledge processed within the organization, and how is this linked to human motivation. Part 2 discusses the social and cultural issues that surround the managing and sharing of knowledge. The dynamics of knowledge sharing and knowledge generation are examined, illustrating the different aspects of the collective and shared nature of organizational knowledge. This section also looks at how knowledge processes are shaped by the conflict and politics within the organization and demonstrates how and why knowledge and power are inexticably linked. Finally, the roles of information technology in the process of knowledge management and that of HRM and culture - the human element of knowledge - are presented. Part 3 examines how we learn and acquire knowledge and examines the debates surrounding the learning organization.
Finally, the book moves away from its thematic approach to specifically examine the character and dynamics of knowledge sharing in three contemporary organizational forms: the networked/virtual organization, global multinationals and, knowledge intensive firms and knowledge workers.
Table of Contents
1. Why the Current Interest in Knowledge Management; PART 1; Epistemologies of Knowledge; 2. The Objectivist Perspective on Knowledge; 3. The Practice-Based Perspective on Knowledge; PART 2; Social and Cultural Issues Related to Managing and Sharing Knowledge; 4. 'Why Should I Share my Knowledge?' What Motivates People to Share Knowledge?; 5. Communities of Practice; 6. Inter-community, Boundary-spanning Knowledge Processes; 7. Power, Conflict and Knowledge Processes; 8. Information and Communication Technologies and Knowledge Management; 9. Organizational Culture, HRM Policies and Knowledge Management; PART 3; Learning, Innovation and Knowledge Management; 10. Learning and Knowledge; 11. Innovation Dynamics and Knowledge Processes; PART 4; Organizational Contexts; 12. Knowledge Processes in Network/Virtual Organizations; 13. Knowledge Processes in Global Multinationals; 14. Knowledge-Intensive Firms and Knowledge Workers; 15. Conclusion
Donald Hislop is a lecturer in the Management School at the University of Sheffield. Prior to this he worked as both a lecturer in Sheffield Business School at Sheffield Hallam University, and as a researcher at Warwick Business School. His current research interests are in the nature of organizational knowledge, the limits to managing knowledge, and debates on how new forms of work organization are changing the experience of work.