Competitive knowledge management:
Saved in:
| Main Author: | |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Basingstoke [u.a.]
Palgrave
2001
|
| Edition: | 1. publ. |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | XII, 244 S. Ill. |
| ISBN: | 0333948319 |
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Record in the Search Index
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| adam_text | Contents
viii
List of Figures
List of Tables
xi
Acknowledgements
1
Introduction
Why is knowledge management on the lips of every ^
professional today? „
Who says that knowledge management is important? *
How do we know that this is the way forward? ^
The style, structure and research method of this book
7
1 The Old Economy 12
A brief history of economic thought
26
2 The New Economy 37
Historical context 38
The triad economies
49
3 The New Work Models ^2
Knowledge workers and knowledge leaders
63
4 The New Work Theories
Is knowledge management owned by IT, HR, finance ^
or marketing?
5 Is There a Difference between Knowledge Management ^
and Intellectual Capital? ?4
What is knowledge management?
The philosophy underpinning intellectual capital
v
vi Contents
6 Knowledge Creation and Sharing 85
7 Knowledge Management and Measurement 94
How to measure and manage both 94
What are knowledge based business benefits? 97
12 ways to measure intellectual capital 101
Appendix Self assessment toolkit 110
8 How to Recognize Success 115
Benchmarking business performance in
knowledge exploitation 116
The potential of technology in supporting
knowledge exploitation 120
The profile of the high performing organization 124
Best practice in high performing organizations 125
9 How to Avoid Failure 139
Business psychology and organizational learning 145
10 How to Maintain Market Position 151
Knowledge management 154
The ontological nature of knowledge in organizations 159
11 What To Do If It All Goes Wrong 165
12 Storytelling 176
Storytelling: an old skill in a new context 178
The ASHEN model 182
13 The Future of Knowledge Management in the
New Economy and its Relationship with Competitor
Intelligence 190
The holistic, complex systems approach to knowledge
management 193
Knowledge management as a powerful enabler for success
in the new economy 198
14 Knowledge Management and the
Significance of Human Resource Management 208
Reasons for knowledge management failure 208
Contents vii
It pays to look after your employees 212
Employees choices are increasing 212
And competition for the best talent is going to get tougher 213
People management needs to become a key criterion for
judging and evaluating the business 215
People management needs to be applied to every level of the
company 215
15 Conclusion and the Future 221
The corporate soul (samuthana) 228
Bibliography 232
Index 238
List of Figures
2.1 A virtual map of the new economy 2000 27
2.2 New strategic positions 2000 28
2.3 Data information and knowledge 34
2.4 John Smith s behavioural style in relation to other team members 48
4.1 Competitive knowledge management 64
5.1 Conceptual roots of intellectual capital 76
6.1 Four modes of knowledge conversion 86
7.1 McKinsey s 7 S framework 95
7.2 The Ashridge mission model 95
7.3 The five Fs model 96
7.4 Business benefits of knowledge exploitation: an overall business view 99
7.5 The navigator depicting the return on intangible resources 105
7.6 The navigator depicting relationships between agents, attitudes
culture and finance 106
7.7 Where knowledge management is within a financial services company 106
7.8 Some simple results from the navigator process 107
8.1 Business performance in knowledge exploitation: an overall view 117
8.2 Benchmarking performance in knowledge exploitation: an overall view 118
8.3 Benchmarking performance in knowledge exploitation: a financial
services sector view 119
8.4 Benchmarking performance in knowledge exploitation: a public
sector view 120
8.5 Profile of high performing organizations in knowledge exploitation 124
8.6 Strategic importance of knowledge exploitation: a comparative view
of high performing vs. average performing organizations 127
8.7 Business benefits of knowledge exploitation: a comparative view of
high performing vs. average performing organizations 127
10.1 The knowledge generation and use process 155
10.2 The argument for European level knowledge management research 158
11.1 Customer life cycle 167
13.1 Content based knowledge management framework 201
13.2 Process based knowledge management framework 201
List of Figures ix
13.3 The intelligence pyramid 203
13.4 Roles of a chief knowledge officer, chief information officer and a
leading head of competitive intelligence 203
13.5 How Shell competitor intelligence (CI) is using knowledge
management principles 204
14.1 Employment opportunities in the communications industry 213
14.2 Values congruence and individual commitment 214
15.1 Futures: technology and performance support 227
List of Tables
1.1 Civilization shares of world gross economic product, 1950 92 10
2.1 Comparison of GDP per capita 29
2.2 Number of businesses, employment and turnover by size
of enterprise, January 1999 30
2.3 Optimal operating unit changes as we move
from the industrial to the information age 36
2.4 World economic trading blocs 39
5.1 Perceived value of a chief knowledge officer 74
7.1 Knowledge based business benefits 97
7.2 Business benefits of knowledge exploitation: an overall business view 100
7.3 Importance of resources in value creation 103
8.1 Views of effectiveness of technology applications in knowledge
exploitation: past versus future 121
8.2 Views of ineffectiveness of technology applications in knowledge
exploitation: past versus future 122
8.3 The future role of technology in supporting value creation: an
overall view 123
8.4 Best practice items in knowledge exploitation: a comparative view of
high performing vs. average performing organizations 125
8.5 Achievement of business benefits from knowledge exploitation: a
comparative view of high performing vs. average performing
organizations 128
8.6 Key performance indicators: a comparative view of high performing
vs. average performing organizations 129
8.7 The future role of technology in supporting value creation
in high performing organizations 130
8.8 The future role of technology in supporting value creation
in average performing organizations 130
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| spelling | Bahra, Nicholas Verfasser aut Competitive knowledge management Nicholas Bahra 1. publ. Basingstoke [u.a.] Palgrave 2001 XII, 244 S. Ill. txt rdacontent n rdamedia nc rdacarrier Knowledge management Knowledge management Case studies Wissensmanagement (DE-588)4561842-2 gnd rswk-swf (DE-588)4522595-3 Fallstudiensammlung gnd-content Wissensmanagement (DE-588)4561842-2 s DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=009455256&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
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| title | Competitive knowledge management |
| title_auth | Competitive knowledge management |
| title_exact_search | Competitive knowledge management |
| title_full | Competitive knowledge management Nicholas Bahra |
| title_fullStr | Competitive knowledge management Nicholas Bahra |
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| title_short | Competitive knowledge management |
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