Managing for knowledge: HR's strategic role
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Amsterdam [u.a.]
Butterworth Heinemann
2003
|
| Ausgabe: | 1. publ. |
| Schriftenreihe: | Human resource management
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Literaturverz. S. [263] - 268 |
| Beschreibung: | XX, 276 S. |
| ISBN: | 0750655666 |
Internformat
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Datensatz im Suchindex
| _version_ | 1804135972544184320 |
|---|---|
| adam_text | Contents
List of figures vii
List of tables ix
Foreword xi
Introduction xiii
Acknowledgements xix
Part One The Strategic Context for HR s Role in
Managing for Knowledge 1
1 The changing world of business and the imperative for
managing knowledge 3
2 The changing role of HR — from operational to
strategic HR 28
3 Towards a blueprint for building a
knowledge centric culture 39
Part Two Building a Knowledge centric Culture 59
4 Structures, roles and responsibilities in a
knowledge centric culture 61
5 HR s role in building a knowledge centric culture
[input from Linda Holbeche) 84
6 Re visiting learning in the knowledge economy 113
7 Understanding the motivation for learning amongst
knowledge workers 140
8 Working and learning in Communities of Practice
(input from Elizabeth Lank) 148
vi Contents
Part Three Building HR s KM Credibility and
Capabilities 163
9 Aligning HR and KM practices 165
10 Knowing what we know: language and tools for
knowledge mapping {Chapter by Dave Snowden) 186
11 Building your KM toolkit 209
12 Using technology wisely 238
13 Summary and conclusions 258
References 263
Index 269
Figures
Figure 3.1 Towards a blueprint for a knowledge centric
organisation
Figure 5.1 Relationship betweoii communication resources
and impact
Figure 5.2 Relationship betweon the communication s
medium and message
Figure 9.1 Linking KM and HR practices
Figure 10.1 The balance of tacit and explicit knowledge
Figure 10.2 Relationship betweon level of abstraction and
codification
Figure 10.3 Cynefin and community
Figure 10.4 Dynamic flows of knowledge
Figure 11.1 Example of a changing social network during a
career transition
Tables
Table 1.1 Time to market how the world of technology is
speeding up
Table 1.2 Stages in an organisation s knowledge management
journey
Table 2.1 Contrasting traditional personnel and HRM
Table 2.2 Example of an in company HR development
programme
Table 3.1 Cultural tensions affecting knowledge transfer
within organisations
Table 3.2 Paradoxes associated with managing organisational
knowledge
Table 4.1 The boundaryless organisation a self assessment
activity
Table 8.1 Principles associated with adopting a social
perspective of learning
Table 11.1 An adaptation of the classic transition model
Table 12.1 Stages in QinetiQ s strategic approach to knowledge
management
|
| adam_txt |
Contents
List of figures vii
List of tables ix
Foreword xi
Introduction xiii
Acknowledgements xix
Part One The Strategic Context for HR's Role in
Managing for Knowledge 1
1 The changing world of business and the imperative for
managing knowledge 3
2 The changing role of HR — from operational to
strategic HR 28
3 Towards a blueprint for building a
knowledge centric culture 39
Part Two Building a Knowledge centric Culture 59
4 Structures, roles and responsibilities in a
knowledge centric culture 61
5 HR's role in building a knowledge centric culture
[input from Linda Holbeche) 84
6 Re visiting learning in the knowledge economy 113
7 Understanding the motivation for learning amongst
knowledge workers 140
8 Working and learning in Communities of Practice
(input from Elizabeth Lank) 148
vi Contents
Part Three Building HR's KM Credibility and
Capabilities 163
9 Aligning HR and KM practices 165
10 Knowing what we know: language and tools for
knowledge mapping {Chapter by Dave Snowden) 186
11 Building your KM toolkit 209
12 Using technology wisely 238
13 Summary and conclusions 258
References 263
Index 269
Figures
Figure 3.1 Towards a blueprint for a knowledge centric
organisation
Figure 5.1 Relationship betweoii communication resources
and impact
Figure 5.2 Relationship betweon the communication's
medium and message
Figure 9.1 Linking KM and HR practices
Figure 10.1 The balance of tacit and explicit knowledge
Figure 10.2 Relationship betweon level of abstraction and
codification
Figure 10.3 Cynefin and community
Figure 10.4 Dynamic flows of knowledge
Figure 11.1 Example of a changing social network during a
career transition
Tables
Table 1.1 Time to market how the world of technology is
speeding up
Table 1.2 Stages in an organisation's knowledge management
journey
Table 2.1 Contrasting traditional personnel and HRM
Table 2.2 Example of an in company HR development
programme
Table 3.1 Cultural tensions affecting knowledge transfer
within organisations
Table 3.2 Paradoxes associated with managing organisational
knowledge
Table 4.1 The 'boundaryless' organisation a self assessment
activity
Table 8.1 Principles associated with adopting a social
perspective of learning
Table 11.1 An adaptation of the classic transition model
Table 12.1 Stages in QinetiQ's strategic approach to knowledge
management |
| any_adam_object | 1 |
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| illustrated | Not Illustrated |
| index_date | 2024-07-02T16:10:58Z |
| indexdate | 2024-07-09T20:49:00Z |
| institution | BVB |
| isbn | 0750655666 |
| language | English |
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| physical | XX, 276 S. |
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| series2 | Human resource management |
| spelling | Evans, Christina Verfasser aut Managing for knowledge HR's strategic role 1. publ. Amsterdam [u.a.] Butterworth Heinemann 2003 XX, 276 S. txt rdacontent n rdamedia nc rdacarrier Human resource management Literaturverz. S. [263] - 268 Kennismanagement gtt Personeelsmanagement gtt Knowledge management Personnel management Information services Wissensmanagement (DE-588)4561842-2 gnd rswk-swf 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=015212218&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Evans, Christina Managing for knowledge HR's strategic role Kennismanagement gtt Personeelsmanagement gtt Knowledge management Personnel management Information services Wissensmanagement (DE-588)4561842-2 gnd |
| subject_GND | (DE-588)4561842-2 |
| title | Managing for knowledge HR's strategic role |
| title_auth | Managing for knowledge HR's strategic role |
| title_exact_search | Managing for knowledge HR's strategic role |
| title_exact_search_txtP | Managing for knowledge HR's strategic role |
| title_full | Managing for knowledge HR's strategic role |
| title_fullStr | Managing for knowledge HR's strategic role |
| title_full_unstemmed | Managing for knowledge HR's strategic role |
| title_short | Managing for knowledge |
| title_sort | managing for knowledge hr s strategic role |
| title_sub | HR's strategic role |
| topic | Kennismanagement gtt Personeelsmanagement gtt Knowledge management Personnel management Information services Wissensmanagement (DE-588)4561842-2 gnd |
| topic_facet | Kennismanagement Personeelsmanagement Knowledge management Personnel management Information services Wissensmanagement |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015212218&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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