Knowledge management in organizations: a critical introduction
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| Main Author: | |
|---|---|
| Format: | Book |
| Language: | English |
| Published: |
Oxford
Oxford Univ. Press
2005
|
| Edition: | 1. publ. |
| Subjects: | |
| Online Access: | Inhaltsverzeichnis |
| Physical Description: | XIII, 269 S. Ill. |
| ISBN: | 0199262063 9780199262069 |
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Record in the Search Index
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| adam_text | ¦ CONTENTS
List of figures xi
Listoftables xii
Abbreviations xiv
1 Why the current interest in knowledge management? 1
Introduction 1
Knowledge society and post industrial society 3
A critique of the knowledge society 6
Themes and perspectives 8
PART1
Epistemologies of knowledge 13
2 The objectivist perspective on knowledge 15
What is knowledge? 15
Objectivist perspectives on knowledge 16
Typologies of knowledge 18
An objectivist perspective on the sharing and management of knowledge 21
Conclusion 25
3 The practice based perspective on knowledge 27
What is knowledge? 27
Practice based perspectives on knowledge 28
Implications for the nature of the organizational knowledge base 35
A practice based perspective on the management and sharing of knowledge 36
Conclusion 39
PART 2
Social and cultural issues related to managing and sharing knowledge 41
4 Whyshouldlshare my knowledge? what motivates people to
share knowledge 43
Introduction 43
The first generation knowledge management literature: the neglect of
socio cultural factors 44
People s motivation and willingness to share knowledge 45
What motivates people to share/hoard their knowledge? 49
Conclusion 54
5 Communities of practice 57
Introduction 57
Defining and characterizing communities of practice 58
Communities of practice and intra community knowledge processes 63
Managing communities of practice 65
Disadvantages of communities of practice for knowledge processes 67
Conclusion 70
6 Intercommunity, boundary spanning knowledge processes 73
Introduction 73
The significance of intercommunity knowledge processes 73
Characterizing intercommunity knowledge processes 75
Identity, knowledge, trust, and social relations 80
Facilitating/managing knowledge between communities 81
Conclusion 84
7 Power, conflict, and knowledge processes 87
Introduction 87
Knowledge processes: the relevance of power and conflict 88
Power and knowledge processes: theorizing the relationship 93
Conclusion 101
8 Information and communication technologies and knowledge management 105
Introduction 105
Characterizing ICT supported knowledge management processes 106
Implementing ICT based knowledge management Systems 117
Conclusion 119
9 Organizational culture, HRM policies, and knowledge management 123
Introduction 123
Linking HRM, business, and knowledge strategies 124
Organizational culture and knowledge management 127
HRM policies and practices 130
Conclusion 136
PART 3
Learning, innovation, and knowledge management 139
10 Learning and knowledge management 141
Introduction 141
Characterizing learning 142
The dynamics of organizational learning 143
The learning organization: emancipation of exploitation? 146
Conclusion 155
11 Innovation dynamics and knowledge processes 157
Introduction 157
Characterizing innovation processes 158
Innovation processes: power, knowledge, and networks 173
Conclusion 173
PART 4
Organizational contexts 177
12 Knowledge processes in network/virtual organizations 179
Introduction 179
N V organizations and the problem of dispersed knowledge 183
The social dynamics of cross boundary knowledge processes in N V organizations 186
ICT mediated knowledge processes in N V forms of organizing 192
Conclusion 194
13 Knowledge processes in global multinationals 197
Introduction 197
The structuring of multinationals and knowledge processes 198
A contingency perspective on structure 202
Knowledge sharing across sociocultural boundaries and business Systems 208
Conclusion 212
14 Knowledge intensive firms and knowledge workers 215
Introduction 215
The rise of the knowledge worker 216
Defining and characterizing knowledge workers and knowledge intensive firms 217
A critique and a reformulation: all work as knowledge work and the concept of
knowledge intensiveness 219
Knowledge work and ambiguity 222
Knowledge and knowledge processes in knowledge intensive firms 223
The willingness of knowledge workers to participate in knowledge
processes: conflicting interests? 225
Managing knowledge workers: balancing autonomy and control 228
Knowledge workers and the problem of retention 228
HRM policies to rmotivate knowledge workers 230
Conclusion 232
15 Conclusion 235
Introduction 235
Reflections on the knowledge management literature 236
Knowledge management: viable organizational practice or a contradiction
in terms? 238
Understanding the dynamics and agents in the diffusion of knowledge on
knowledge management 241
Conclusion 247
Bibliograph)/ 249
Index 265
¦ LIST OF FIGURES
1.1. The growth in knowledge management publications (from Scarbrough
and Swan 2001) 3
1.2. Characteristics of post industrial society 4
1.3. The changing character of the economy of the USA in the 20th Century
(from Castells 1995, table 4.8, 296) 5
2.1. The conduit model of knowledge sharing 22
5.1. How communities of practice underpin knowledge processes 65
7.1. The structure of capitalist employment relations (from Tsoukas 2000) 90
7.2. Linking power, politics, and conflict 92
7.3. The cyclical relationship between knowledge management processes
and power 94
7.4. The perceived legitimacy of, and response to attempts to use
different power resources (from Haies 1993) 97
8.1. Objectivist perspective on ICT roles in knowledge processes 107
9.1. Linking business, knowledge, and HRM strategies 124
9.2. Linking the psychological contract, organizational commitment, and
organizational behaviours 131
10.1. The modified Crossan et al. model (from Zietsma et al. 2002) 144
10.2. Linking power and politics to learning 152
11.1. Typical components in stage model of Innovation 159
11.2. Key characteristics in contemporary conceptualization of Innovation
processes 160
11.3. The three layers of knowledge creation (from Nonaka et al. 2001) 164
12.1. Classification of network forms of organizing (from Cravens et al. 1996) 182
13.1. A centralized, hierarchical structure for multinationals 200
13.2. A network structure for multinationals 201
13.3. Atypology of organizational knowledge bases (from Birkinshaw et al. 2002) 203
13.4. Typical social relations within networks of different size 205
14.1. Framework for conceptualizing work (from Frenkel et al. 1995) 220
15.1. A typology of knowledge management strategies (from Alvesson and
Karreman 2001) 236
15.2. Suddaby and Greenwood s cycle of knowledge production and consumption 243
¦ LIST OFTABLES
1.1. Themes in the knowledge society literature 2
1.2. Chapters where personal case study examples are utilized 11
2. Competing epistemologies 14
2.1. The objectivist character of knowledge 17
2.2. The characteristics of tacit and explicit knowledge 19
2.3. Generic knowledge types (adapted from Spender 1996) 20
2.4. An objectivist perspective on knowledge management 23
2.5. Priorities of ongoing knowledge management projects (adapted from
Chart 2, Ruggles 1998,83) 24
3.1. Objectivist and practice based epistemologies of knowledge 27
3.2. Theoretical perspective related to the practice based perspective 28
3.3. Practice based characteristics of knowledge 29
3.4. Challenging dichotomies 30
3.5. A practice based perspective on knowledge management 37
4. Obstacles to the success of knowledge management initiatives 42
4.1. Thematic focus of early knowledge management literature (adapted from
Scarbrough and Swan 2001, Table 2, 8) 44
4.2. Factors making human motivation important to organizational knowledge
processes 45
4.3. Factors affecting people s willingness to share knowledge 50
5.1. Difference between a CoP and formal work groups 58
5.2. Generic characteristics of communities of practice 60
5.3. Knowledge related benefits of CoPs 64
6.1. Factors underpinning effective knowledge sharing (adapted from
Hansen 1999) 75
6.2. Factors making intercommunity knowledge processes difficult 76
6.3. Knowledge related factors adversely affecting intercommunity
knowledge processes 77
6.4. Typologies of trust 81
7.1. Weberian based types of action/rationality 91
7.2. Properties of knowledge that can make it a power resource 95
7.3. Power resources and modes of influence (adapted from Haies 1993) 95
8.1. ICT applications relevant to knowledge management roles 108
8.2. Criticisms of the objectivist perspective on knowledge 110
8.3. Characteristics ofvarious communication mediums 113
8.4. Trust facilitating behaviours and actions (adapted from 4, Jarvenpaa
and Leidner 1999, 807) 117
9.1. Attitudes and behaviours relevant to knowledge management initiatives 123
9.2. Codification and personalization knowledge strategies (from Hansen et al. 1999) 125
9.3. Hunter et al. (2002) s four knowledge strategies 126
9.4. Linking knowledge management initiatives to organizational culture
(from McDermott and O Dell 2001) 128
9.5. Corporate curriculum and knowledge productivity (Garvey and
Williamson 2002) 134
10.1. Typologies of leaming 142
10.2. Characteristics of learning process in Crossan Zietsma model 145
10.3. The learning Company framework of Pedler et al. (1997) 148
10.4. Factors affecting learning in organizations 156
11.1. Nonaka et al. s modes of knowledge creation and type of ba
(from Nonaka et al. 2001) 165
11.2. Forms of collaboration 168
11.3. Mechanisms for enhancing organizational absorptive capacity
(adapted from Leonard Barton 1995) 169
11.4. Orlikowski s boundary spanning practices 172
12. The core knowledge issues related to organizational types 178
12.1. Characterand articulated advantages of N V organizational structures 181
12.2. Factors inhibiting the development of mutual knowledge in
ICT mediated dispersed work contexts (adapted from Cramton 2001) 184
12.3. Factors affecting knowledge sharing/searching attitudes in Virtual work
groups (adapted from Ardichvili et al. 2003) 187
12.4. Factors affecting the character of involvement between partners in a
collaborative network (adapted from Hardy et al. 2003) 189
13.1. Knowledge related benefits and disadvantages of cohesive networks
and networks with structural holes 206
13.2. Key institutional dimensions shaping the character of business Systems 211
14.1. Frenkel et al. s three dimensional conceptualization of work (from
Frenkeletal. 1995) 219
14.2. The ambiguities inherentto knowledge work (from Alvesson 2001) 221
14.3. Types of knowledge used by knowledge workers (from Empson 2001) 224
14.4. Type of loyalty and strategies for developing them (based on Alvesson 2000) 229
15.1. Problems with conceptions of knowledge in the populär knowledge
management literature (from Alvesson and Karreman 2001) 237
15.2. Outcomes and objectives of organizational knowledge processes 240
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| spelling | Hislop, Donald Verfasser aut Knowledge management in organizations a critical introduction Donald Hislop 1. publ. Oxford Oxford Univ. Press 2005 XIII, 269 S. Ill. txt rdacontent n rdamedia nc rdacarrier Knowledge management Wissensmanagement (DE-588)4561842-2 gnd rswk-swf Unternehmen (DE-588)4061963-1 gnd rswk-swf (DE-588)4123623-3 Lehrbuch gnd-content Lehrbuch - Wissensmanagement Wissensmanagement (DE-588)4561842-2 s DE-604 Unternehmen (DE-588)4061963-1 s DE-188 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=012898059&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Hislop, Donald Knowledge management in organizations a critical introduction Knowledge management Wissensmanagement (DE-588)4561842-2 gnd Unternehmen (DE-588)4061963-1 gnd |
| subject_GND | (DE-588)4561842-2 (DE-588)4061963-1 (DE-588)4123623-3 |
| title | Knowledge management in organizations a critical introduction |
| title_auth | Knowledge management in organizations a critical introduction |
| title_exact_search | Knowledge management in organizations a critical introduction |
| title_full | Knowledge management in organizations a critical introduction Donald Hislop |
| title_fullStr | Knowledge management in organizations a critical introduction Donald Hislop |
| title_full_unstemmed | Knowledge management in organizations a critical introduction Donald Hislop |
| title_short | Knowledge management in organizations |
| title_sort | knowledge management in organizations a critical introduction |
| title_sub | a critical introduction |
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