Knowledge Management in Organizations: A Critical IntroductionThis 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 inextricably 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. |
Contents
PART | 10 |
The practicebased perspective on knowledge | 22 |
Practicebased perspectives on knowledge | 28 |
Copyright | |
15 other sections not shown
Common terms and phrases
activities affect Alvesson analysis argue assumptions business units call centre characteristics codified collaboration common knowledge communities of practice conceptualized conflict consultants contemporary context diversity embedded employment relationship examined example exist explicit knowledge extent face-to-face facilitate factors Firstly fundamental ICTs identity important individual innovation processes interaction intercommunity knowledge processes involved issues Journal of Management knowl knowledge base knowledge creation knowledge management initiatives knowledge management literature knowledge management processes knowledge workers knowledge-intensive firms knowledge-sharing learning organization management knowledge multinational Nonaka Nortel Networks objectivist perspective organization's organizational commitment organizational culture organizational knowledge processes Organizational Learning participate in knowledge perspective on knowledge possess post-industrial society potential practice-based perspective project team psychological contract regarded relevant requires role Scarbrough Secondly share knowledge share their knowledge significant social relations specific staff Stop and think structure suggests Table tacit knowledge topic trust type of knowledge typically utilized values