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Key Issues in the New Knowledge Management

Langue : Anglais

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Couverture de l’ouvrage Key Issues in the New Knowledge Management

In 'Key Issues in the New Knowledge Management,' Firestone and McElroy, the architects of the New Knowledge Management (TNKM) provide an in-depth analysis of the most important issues in the field of Knowledge Management.


The issues the book addresses are central in the field today:
* The Knowledge Wars, or the issue of "how you define knowledge determines how you manage it"
* The nature of knowledge processing
* Information management or knowledge management?
* Three views on the evolution of knowledge management
* The role of knowledge claim evaluation in knowledge processing, or the difference between opinion, judgements, information, data, and real knowledge in knowledge management systems
* Is culture a barrier in knowledge management?
* The Open Enterprise and accelerated sustainable innovation
* Portals
* How should one evaluate KM software?
* Intellectual Capital
* Measuring the impact of KM initiatives on the organization and the bottom line
* KM and terrorism

Introduction: What is The New Knowledge Management and What are Its Key Issues; The Knowledge Conundrum; Origin of The Knowledge Life Cycle; Information Management and Knowledge Management; Generations of Knowledge Management; Knowledge Claim Evaluation: The Forgotten Factor in Knowledge Production; Two Formal Approaches to Measuring "Truthlikeness"; Applications of The Knowledge Life Cycle (KLC) Framework; KM As Best Practices Systems — Where's The Context?; What Comes First: KM or Strategy?; KM and Culture; A Note on Intellectual Capital; Conclusion.
Professional Practice & Development
Joseph M. Firestone, Mark W. McElpson
This book is essential for academics, managers, and consultants who want to increase innovation, effectiveness and strategic focus in their organizations. The authors adroitly link the often-abstract issues of information processing and knowledge creation with the tangible and crucial management issues of organizational learning, motivation and culture that executives often neglect when formulating a knowledge management strategy. By relating these concepts in a straightforward, relevant and empowering way, Firestone and McElroy achieve [in this book] what Peter Senge has done for the field of organizational learning. Their carefully conceived structure and highly accessible framework has the capacity not only to inform, but to transform organizations and those who work in them. I highly r