Communicating Knowledge:
Communicating Knowledgeaddresses essential management practices in the 21st-century knowledge economy. It speaks to the change that every organization is experiencing as they transition from an industrial to a knowledge organization
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Bingley
Emerald Publishing Limited
2022
|
| Ausgabe: | 1st ed |
| Schriftenreihe: | Working Methods for Knowledge Management Series
|
| Schlagworte: | |
| Online-Zugang: | DE-2070s |
| Zusammenfassung: | Communicating Knowledgeaddresses essential management practices in the 21st-century knowledge economy. It speaks to the change that every organization is experiencing as they transition from an industrial to a knowledge organization |
| Beschreibung: | Description based on publisher supplied metadata and other sources |
| Beschreibung: | 1 Online-Ressource (257 Seiten) |
| ISBN: | 9781802621037 |
Internformat
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| 264 | 4 | |c ©2022 | |
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| 490 | 0 | |a Working Methods for Knowledge Management Series | |
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| 505 | 8 | |a Intro -- Half Title Page -- Working Methods for Knowledge Management -- Title Page -- Copyright Page -- Contents -- Introduction to the Series - WorkingMethods in Knowledge Management -- Joint Enterprise, Mutual Engagement, and a SharedRepertoire -- Acknowledgments of Early Support -- Preface -- Overview of the Subject Matter -- Where the Topic Fits in the World Today -- Where the Book Fits in the Literature Today -- The Intended Audience for this Book -- Structure of the Book -- Chapter Summaries -- How this Book Impacts the Field -- Notes from the Authors -- Section 1: Communicating Knowledge -- Chapter 1:The Shifting Landscape of Organizational Communication -- Chapter Summary -- Why We Care about Organizational Communication -- Organizational Communications - Definitions and Characterizations -- The Origins and Evolution of Organizational Communications -- The Era of Preparation (1900-1940) -- The Era of Identification and Consolidation (1940-1970) -- The Era of Maturity and Innovation (1970-2010) -- The Era of Knowledge (2010 and Beyond) -- Organizational Communications in 2020 and Beyond -- Capability 1: Strategic Communications -- Capability 2: Public Relations -- Capability 3: Internal Communications -- Capability 4. Knowledge Mobilization -- Future of Organizational Communications -- The Changing Workplace -- Rapid Proliferation and Diversity of Broadcast Channels -- The Speed of Communications -- Changing Communication Protocols -- Asynchronous and Distance Communications -- Increased Prominence of IC and Knowledge Transformation -- Implications for Management Communications Competencies -- Chapter Review -- References and Recommendations for the Future -- Chapter 2: Knowledge Communication in the New World of Work -- Chapter Summary -- Why We Care about Managers' Communication and Knowledge Transformation | |
| 505 | 8 | |a Changing Nature of Work and the Workforce -- Changing Perspective of Work by the Workforce -- Who will We Work for in the Knowledge Economy? -- Who Will We Work within the Knowledge Economy? -- New Work Cultures of the Knowledge Economy -- Role of Artificial Intelligence in the Workplace in the Knowledge Economy -- The New Roles and Responsibilities of Managers in the Knowledge Economy -- Managers' New Knowledge Capital and Competencies -- Investing in Managers' New Interpersonal Communications and Knowledge Transformation Competencies -- Step 1. Increase the organization's general awareness of and valuation of its knowledge capital -- Step 2. Assess and enhance the knowledge culture of the organization to facilitate general knowledge flows and mobility -- Step 3. Cultivate interpersonal communications competencies of managers -- Chapter Review -- References and Recommended Future Readings -- Chapter 3: Knowledge Capital and Knowledge Mobilization -- Chapter Summary -- Why We Care about the Business Vallue of Knowledge -- Knowledge Mobilization - Definition and Characterization -- The Gap Between Minds - Effective Knowledge Communication -- Knowledge - The New Organizational Capital -- Increasing Organizational Awareness of Knowledge Capital -- Human Capital -- Structural Capital -- Relational Capital -- Chapter Review -- References and Recommended Future Readings -- Chapter 4: Designing Management Communications for the Knowledge Economy -- Chapter Summary -- Why We Care about Designing Knowledge Communications -- Communication Competencies and Skills for Twenty-First Century Managers -- Designing for Effective Knowledge Communications -- Aligning Interpersonal Communication with Types of Knowledge -- Chapter Review -- References and Recommended Future Readings -- Section 2: Communicating Knowledge Assets -- Chapter 5: Communicating Human Capital | |
| 505 | 8 | |a Chapter Summary -- Why We Care about Communicating Human Capital -- Tacit Knowledge - Definition and Characterization -- Communicating Tacit Knowledge - The Process -- Semantic Articulation of Knowledge -- Linguistic Articulation of Knowledge -- Visual Articulation of Knowledge -- Acoustic Articulation of Knowledge -- Kinesthetic Articulation of Knowledge -- Designing Tacit Knowledge Communications -- Skills and Competencies - Definition and Characterization -- Communicating Skills and Competencies - The Process -- Designing Communications for Skills and Competencies -- Attitudes and Behaviors - Definition and Characterization -- Communicating Attitudes and Behaviors - The Process -- Designing Communications for Attitudes and Behaviors -- Interpersonal Communication Competencies for Human Capital Mobilization -- Chapter Review -- References and Suggested Future Readings -- Chapter 6: Communicating Structural Capital -- Chapter Summary -- Why We Care about Communicating Structural Capital -- Structural Capital -- Explicit Knowledge - Definition and Characterization -- Communicating Explicit Information - The Process -- Idea Generation (Life Cycle Stage One) -- Information Creation and Capture (Life Cycle Stage 2) -- Security and Classifying Information (Life Cycle Stage 3) -- Organizing and Describing Information (Life Cycle Stage 4) -- Finding and Discovery (Life Cycle Stage 5) -- Using and Sharing Information (Life Cycle Stage 6) -- Preserving and Disposing of Information (Life Cycle Stage 7) -- Information Destruction (Life Cycle Stage 8) -- Designing Explicit Knowledge Communication -- Procedural Knowledge -- Communicating Procedural Knowledge - The Process -- Apprenticeship Models -- Collaboration and Coordination -- Experiential and Situational Learning -- Know-How Trading -- Problem-solving -- Team Learning -- Work Experience | |
| 505 | 8 | |a Designing Procedural Knowledge Communication -- Cultural Knowledge - Definitions and Characterizations -- Communicating Cultural Knowledge - The Process -- Designing Cultural Knowledge Communication -- Interpersonal Communication Competencies Essentual to Structural Knowledge Mobilization -- Chapter Review -- References and Suggested Future Readings -- Chapter 7: Communicating Relational Capital -- Chapter Summary -- Why We Care about Relational Capital Communications -- Network and Relational Capital - Definition and Characterization -- Communicating Relational Knowledge - The Process -- Designing Relational Capital Communications -- Reputational Knowledge - Definition and Characterization -- Communicating Reputational Knowledge - The Process -- Designing Reputational Capital Communications -- Interpersonal Communication Competencies Essential to Relational and Reputational Knowledge Exchange -- Chapter Review -- References and Suggested Future Readings -- Section 3: Key Issues in Knowledge Communications -- Chapter 8: Discernment as a Management Issue -- Chapter Summary -- Why We Care about Discernment as a Management Competency -- Discernment - Definition and Characterization -- Discernment about What? -- Conversational and Narrative Intelligence -- Conversational Intelligence Discernment -- Narrative Intelligence Discernment -- The Role of Narratives in Knowledge Transfer -- Communicating Data for Relevance and Meaning -- Narratives and Stories -- Organizational Communication Discernment -- The Discerning Process and Skills to Build -- Chapter Review -- References and Recommended Future Readings -- Chapter 9: Listening as a Management Issue -- Chapter Summary -- Why We Care about Listening as a Management Competency -- The Importance of Trust -- Ethical Communication -- Growing Your Self-reflective Skills -- Self-reflection Tool | |
| 505 | 8 | |a The Neuroscience of Storytelling in Communication -- Increase the Clarity of Communication Style -- The Importance of Listening -- Chapter Review -- References and Recommended Future Readings -- Chapter 10: Facilitation as a Management Issue -- Chapter Summary -- Why We Care about Facilitation as a Management Competency -- Coaching & -- Facilitation Practices -- The Critical Role of Intention -- Knowledge is Perishable -- Choosing a Position in Your Communication -- Communicating Different Knowledge Activities through Facilitation -- Using Appreciative Inquiry in Facilitation -- Different Feedback Types when Sharing Knowledge -- Positive Constructive and Motivational Feedback -- Chapter Review -- References and Recommendations for Future Reading -- Chapter 11: Decision-making as a Management Issue -- Chapter Summary -- Why We Care about Decision-making as a Management Competency -- The Role of Knowledge to Support Decision-making and Clear Communication -- Type and Style of Decision-making -- Delegative Decision-making Style -- Consultative Decision-Making Style -- Facilitative/Collaborative Decision-making Style -- Authoritative Decision-making Style -- Types of Decisions -- Strategic Decisions -- Communication and Messaging Strategic and Tactical Decisions -- Communication and Messaging for Tactical Decisions - Operational Decisions -- Applying Decision-making Using Discernment -- Identify What Needs To Be Decided -- Outline the Outcomes -- Considering Logic, Intuition, Values, and Culture -- Consider the Alternatives -- Communicating the Decision -- Chapter Review -- References and Recommended Future Readings -- Chapter 12: Team Building as a Management Issue -- Chapter Summary -- Why We Care about High-performance Teams as a Management Competency -- High-performing Teams Definition and Characterization | |
| 505 | 8 | |a Characteristics of High-performing Teams | |
| 520 | |a Communicating Knowledgeaddresses essential management practices in the 21st-century knowledge economy. It speaks to the change that every organization is experiencing as they transition from an industrial to a knowledge organization | ||
| 650 | 4 | |a Knowledge management-Philosophy | |
| 650 | 4 | |a Communication in management | |
| 700 | 1 | |a Chalphin, Ira |e Sonstige |4 oth | |
| 700 | 1 | |a Dietz, Karen |e Sonstige |4 oth | |
| 700 | 1 | |a Phlypo, Karla |e Sonstige |4 oth | |
| 776 | 0 | 8 | |i Erscheint auch als |n Druck-Ausgabe |a Bedford, Denise |t Communicating Knowledge |d Bingley : Emerald Publishing Limited,c2022 |z 9781802621044 |
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Datensatz im Suchindex
| _version_ | 1810600638271193088 |
|---|---|
| adam_text | |
| any_adam_object | |
| author | Bedford, Denise |
| author_facet | Bedford, Denise |
| author_role | aut |
| author_sort | Bedford, Denise |
| author_variant | d b db |
| building | Verbundindex |
| bvnumber | BV049874201 |
| collection | ZDB-30-PQE |
| contents | Intro -- Half Title Page -- Working Methods for Knowledge Management -- Title Page -- Copyright Page -- Contents -- Introduction to the Series - WorkingMethods in Knowledge Management -- Joint Enterprise, Mutual Engagement, and a SharedRepertoire -- Acknowledgments of Early Support -- Preface -- Overview of the Subject Matter -- Where the Topic Fits in the World Today -- Where the Book Fits in the Literature Today -- The Intended Audience for this Book -- Structure of the Book -- Chapter Summaries -- How this Book Impacts the Field -- Notes from the Authors -- Section 1: Communicating Knowledge -- Chapter 1:The Shifting Landscape of Organizational Communication -- Chapter Summary -- Why We Care about Organizational Communication -- Organizational Communications - Definitions and Characterizations -- The Origins and Evolution of Organizational Communications -- The Era of Preparation (1900-1940) -- The Era of Identification and Consolidation (1940-1970) -- The Era of Maturity and Innovation (1970-2010) -- The Era of Knowledge (2010 and Beyond) -- Organizational Communications in 2020 and Beyond -- Capability 1: Strategic Communications -- Capability 2: Public Relations -- Capability 3: Internal Communications -- Capability 4. Knowledge Mobilization -- Future of Organizational Communications -- The Changing Workplace -- Rapid Proliferation and Diversity of Broadcast Channels -- The Speed of Communications -- Changing Communication Protocols -- Asynchronous and Distance Communications -- Increased Prominence of IC and Knowledge Transformation -- Implications for Management Communications Competencies -- Chapter Review -- References and Recommendations for the Future -- Chapter 2: Knowledge Communication in the New World of Work -- Chapter Summary -- Why We Care about Managers' Communication and Knowledge Transformation Changing Nature of Work and the Workforce -- Changing Perspective of Work by the Workforce -- Who will We Work for in the Knowledge Economy? -- Who Will We Work within the Knowledge Economy? -- New Work Cultures of the Knowledge Economy -- Role of Artificial Intelligence in the Workplace in the Knowledge Economy -- The New Roles and Responsibilities of Managers in the Knowledge Economy -- Managers' New Knowledge Capital and Competencies -- Investing in Managers' New Interpersonal Communications and Knowledge Transformation Competencies -- Step 1. Increase the organization's general awareness of and valuation of its knowledge capital -- Step 2. Assess and enhance the knowledge culture of the organization to facilitate general knowledge flows and mobility -- Step 3. Cultivate interpersonal communications competencies of managers -- Chapter Review -- References and Recommended Future Readings -- Chapter 3: Knowledge Capital and Knowledge Mobilization -- Chapter Summary -- Why We Care about the Business Vallue of Knowledge -- Knowledge Mobilization - Definition and Characterization -- The Gap Between Minds - Effective Knowledge Communication -- Knowledge - The New Organizational Capital -- Increasing Organizational Awareness of Knowledge Capital -- Human Capital -- Structural Capital -- Relational Capital -- Chapter Review -- References and Recommended Future Readings -- Chapter 4: Designing Management Communications for the Knowledge Economy -- Chapter Summary -- Why We Care about Designing Knowledge Communications -- Communication Competencies and Skills for Twenty-First Century Managers -- Designing for Effective Knowledge Communications -- Aligning Interpersonal Communication with Types of Knowledge -- Chapter Review -- References and Recommended Future Readings -- Section 2: Communicating Knowledge Assets -- Chapter 5: Communicating Human Capital Chapter Summary -- Why We Care about Communicating Human Capital -- Tacit Knowledge - Definition and Characterization -- Communicating Tacit Knowledge - The Process -- Semantic Articulation of Knowledge -- Linguistic Articulation of Knowledge -- Visual Articulation of Knowledge -- Acoustic Articulation of Knowledge -- Kinesthetic Articulation of Knowledge -- Designing Tacit Knowledge Communications -- Skills and Competencies - Definition and Characterization -- Communicating Skills and Competencies - The Process -- Designing Communications for Skills and Competencies -- Attitudes and Behaviors - Definition and Characterization -- Communicating Attitudes and Behaviors - The Process -- Designing Communications for Attitudes and Behaviors -- Interpersonal Communication Competencies for Human Capital Mobilization -- Chapter Review -- References and Suggested Future Readings -- Chapter 6: Communicating Structural Capital -- Chapter Summary -- Why We Care about Communicating Structural Capital -- Structural Capital -- Explicit Knowledge - Definition and Characterization -- Communicating Explicit Information - The Process -- Idea Generation (Life Cycle Stage One) -- Information Creation and Capture (Life Cycle Stage 2) -- Security and Classifying Information (Life Cycle Stage 3) -- Organizing and Describing Information (Life Cycle Stage 4) -- Finding and Discovery (Life Cycle Stage 5) -- Using and Sharing Information (Life Cycle Stage 6) -- Preserving and Disposing of Information (Life Cycle Stage 7) -- Information Destruction (Life Cycle Stage 8) -- Designing Explicit Knowledge Communication -- Procedural Knowledge -- Communicating Procedural Knowledge - The Process -- Apprenticeship Models -- Collaboration and Coordination -- Experiential and Situational Learning -- Know-How Trading -- Problem-solving -- Team Learning -- Work Experience Designing Procedural Knowledge Communication -- Cultural Knowledge - Definitions and Characterizations -- Communicating Cultural Knowledge - The Process -- Designing Cultural Knowledge Communication -- Interpersonal Communication Competencies Essentual to Structural Knowledge Mobilization -- Chapter Review -- References and Suggested Future Readings -- Chapter 7: Communicating Relational Capital -- Chapter Summary -- Why We Care about Relational Capital Communications -- Network and Relational Capital - Definition and Characterization -- Communicating Relational Knowledge - The Process -- Designing Relational Capital Communications -- Reputational Knowledge - Definition and Characterization -- Communicating Reputational Knowledge - The Process -- Designing Reputational Capital Communications -- Interpersonal Communication Competencies Essential to Relational and Reputational Knowledge Exchange -- Chapter Review -- References and Suggested Future Readings -- Section 3: Key Issues in Knowledge Communications -- Chapter 8: Discernment as a Management Issue -- Chapter Summary -- Why We Care about Discernment as a Management Competency -- Discernment - Definition and Characterization -- Discernment about What? -- Conversational and Narrative Intelligence -- Conversational Intelligence Discernment -- Narrative Intelligence Discernment -- The Role of Narratives in Knowledge Transfer -- Communicating Data for Relevance and Meaning -- Narratives and Stories -- Organizational Communication Discernment -- The Discerning Process and Skills to Build -- Chapter Review -- References and Recommended Future Readings -- Chapter 9: Listening as a Management Issue -- Chapter Summary -- Why We Care about Listening as a Management Competency -- The Importance of Trust -- Ethical Communication -- Growing Your Self-reflective Skills -- Self-reflection Tool The Neuroscience of Storytelling in Communication -- Increase the Clarity of Communication Style -- The Importance of Listening -- Chapter Review -- References and Recommended Future Readings -- Chapter 10: Facilitation as a Management Issue -- Chapter Summary -- Why We Care about Facilitation as a Management Competency -- Coaching & -- Facilitation Practices -- The Critical Role of Intention -- Knowledge is Perishable -- Choosing a Position in Your Communication -- Communicating Different Knowledge Activities through Facilitation -- Using Appreciative Inquiry in Facilitation -- Different Feedback Types when Sharing Knowledge -- Positive Constructive and Motivational Feedback -- Chapter Review -- References and Recommendations for Future Reading -- Chapter 11: Decision-making as a Management Issue -- Chapter Summary -- Why We Care about Decision-making as a Management Competency -- The Role of Knowledge to Support Decision-making and Clear Communication -- Type and Style of Decision-making -- Delegative Decision-making Style -- Consultative Decision-Making Style -- Facilitative/Collaborative Decision-making Style -- Authoritative Decision-making Style -- Types of Decisions -- Strategic Decisions -- Communication and Messaging Strategic and Tactical Decisions -- Communication and Messaging for Tactical Decisions - Operational Decisions -- Applying Decision-making Using Discernment -- Identify What Needs To Be Decided -- Outline the Outcomes -- Considering Logic, Intuition, Values, and Culture -- Consider the Alternatives -- Communicating the Decision -- Chapter Review -- References and Recommended Future Readings -- Chapter 12: Team Building as a Management Issue -- Chapter Summary -- Why We Care about High-performance Teams as a Management Competency -- High-performing Teams Definition and Characterization Characteristics of High-performing Teams |
| ctrlnum | (ZDB-30-PQE)EBC6857714 (ZDB-30-PAD)EBC6857714 (ZDB-89-EBL)EBL6857714 (OCoLC)1292063186 (DE-599)BVBBV049874201 |
| dewey-full | 383.7 |
| dewey-hundreds | 300 - Social sciences |
| dewey-ones | 383 - Postal communication |
| dewey-raw | 383.7 |
| dewey-search | 383.7 |
| dewey-sort | 3383.7 |
| dewey-tens | 380 - Commerce, communications, transportation |
| discipline | Wirtschaftswissenschaften |
| edition | 1st ed |
| format | Electronic eBook |
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Cultivate interpersonal communications competencies of managers -- Chapter Review -- References and Recommended Future Readings -- Chapter 3: Knowledge Capital and Knowledge Mobilization -- Chapter Summary -- Why We Care about the Business Vallue of Knowledge -- Knowledge Mobilization - Definition and Characterization -- The Gap Between Minds - Effective Knowledge Communication -- Knowledge - The New Organizational Capital -- Increasing Organizational Awareness of Knowledge Capital -- Human Capital -- Structural Capital -- Relational Capital -- Chapter Review -- References and Recommended Future Readings -- Chapter 4: Designing Management Communications for the Knowledge Economy -- Chapter Summary -- Why We Care about Designing Knowledge Communications -- Communication Competencies and Skills for Twenty-First Century Managers -- Designing for Effective Knowledge Communications -- Aligning Interpersonal Communication with Types of Knowledge -- Chapter Review -- References and Recommended Future Readings -- Section 2: Communicating Knowledge Assets -- Chapter 5: Communicating Human Capital</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Chapter Summary -- Why We Care about Communicating Human Capital -- Tacit Knowledge - Definition and Characterization -- Communicating Tacit Knowledge - The Process -- Semantic Articulation of Knowledge -- Linguistic Articulation of Knowledge -- Visual Articulation of Knowledge -- Acoustic Articulation of Knowledge -- Kinesthetic Articulation of Knowledge -- Designing Tacit Knowledge Communications -- Skills and Competencies - Definition and Characterization -- Communicating Skills and Competencies - The Process -- Designing Communications for Skills and Competencies -- Attitudes and Behaviors - Definition and Characterization -- Communicating Attitudes and Behaviors - The Process -- Designing Communications for Attitudes and Behaviors -- Interpersonal Communication Competencies for Human Capital Mobilization -- Chapter Review -- References and Suggested Future Readings -- Chapter 6: Communicating Structural Capital -- Chapter Summary -- Why We Care about Communicating Structural Capital -- Structural Capital -- Explicit Knowledge - Definition and Characterization -- Communicating Explicit Information - The Process -- Idea Generation (Life Cycle Stage One) -- Information Creation and Capture (Life Cycle Stage 2) -- Security and Classifying Information (Life Cycle Stage 3) -- Organizing and Describing Information (Life Cycle Stage 4) -- Finding and Discovery (Life Cycle Stage 5) -- Using and Sharing Information (Life Cycle Stage 6) -- Preserving and Disposing of Information (Life Cycle Stage 7) -- Information Destruction (Life Cycle Stage 8) -- Designing Explicit Knowledge Communication -- Procedural Knowledge -- Communicating Procedural Knowledge - The Process -- Apprenticeship Models -- Collaboration and Coordination -- Experiential and Situational Learning -- Know-How Trading -- Problem-solving -- Team Learning -- Work Experience</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Designing Procedural Knowledge Communication -- Cultural Knowledge - Definitions and Characterizations -- Communicating Cultural Knowledge - The Process -- Designing Cultural Knowledge Communication -- Interpersonal Communication Competencies Essentual to Structural Knowledge Mobilization -- Chapter Review -- References and Suggested Future Readings -- Chapter 7: Communicating Relational Capital -- Chapter Summary -- Why We Care about Relational Capital Communications -- Network and Relational Capital - Definition and Characterization -- Communicating Relational Knowledge - The Process -- Designing Relational Capital Communications -- Reputational Knowledge - Definition and Characterization -- Communicating Reputational Knowledge - The Process -- Designing Reputational Capital Communications -- Interpersonal Communication Competencies Essential to Relational and Reputational Knowledge Exchange -- Chapter Review -- References and Suggested Future Readings -- Section 3: Key Issues in Knowledge Communications -- Chapter 8: Discernment as a Management Issue -- Chapter Summary -- Why We Care about Discernment as a Management Competency -- Discernment - Definition and Characterization -- Discernment about What? -- Conversational and Narrative Intelligence -- Conversational Intelligence Discernment -- Narrative Intelligence Discernment -- The Role of Narratives in Knowledge Transfer -- Communicating Data for Relevance and Meaning -- Narratives and Stories -- Organizational Communication Discernment -- The Discerning Process and Skills to Build -- Chapter Review -- References and Recommended Future Readings -- Chapter 9: Listening as a Management Issue -- Chapter Summary -- Why We Care about Listening as a Management Competency -- The Importance of Trust -- Ethical Communication -- Growing Your Self-reflective Skills -- Self-reflection Tool</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">The Neuroscience of Storytelling in Communication -- Increase the Clarity of Communication Style -- The Importance of Listening -- Chapter Review -- References and Recommended Future Readings -- Chapter 10: Facilitation as a Management Issue -- Chapter Summary -- Why We Care about Facilitation as a Management Competency -- Coaching &amp -- Facilitation Practices -- The Critical Role of Intention -- Knowledge is Perishable -- Choosing a Position in Your Communication -- Communicating Different Knowledge Activities through Facilitation -- Using Appreciative Inquiry in Facilitation -- Different Feedback Types when Sharing Knowledge -- Positive Constructive and Motivational Feedback -- Chapter Review -- References and Recommendations for Future Reading -- Chapter 11: Decision-making as a Management Issue -- Chapter Summary -- Why We Care about Decision-making as a Management Competency -- The Role of Knowledge to Support Decision-making and Clear Communication -- Type and Style of Decision-making -- Delegative Decision-making Style -- Consultative Decision-Making Style -- Facilitative/Collaborative Decision-making Style -- Authoritative Decision-making Style -- Types of Decisions -- Strategic Decisions -- Communication and Messaging Strategic and Tactical Decisions -- Communication and Messaging for Tactical Decisions - Operational Decisions -- Applying Decision-making Using Discernment -- Identify What Needs To Be Decided -- Outline the Outcomes -- Considering Logic, Intuition, Values, and Culture -- Consider the Alternatives -- Communicating the Decision -- Chapter Review -- References and Recommended Future Readings -- Chapter 12: Team Building as a Management Issue -- Chapter Summary -- Why We Care about High-performance Teams as a Management Competency -- High-performing Teams Definition and Characterization</subfield></datafield><datafield tag="505" ind1="8" ind2=" "><subfield code="a">Characteristics of High-performing Teams</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">Communicating Knowledgeaddresses essential management practices in the 21st-century knowledge economy. It speaks to the change that every organization is experiencing as they transition from an industrial to a knowledge organization</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Knowledge management-Philosophy</subfield></datafield><datafield tag="650" ind1=" " ind2="4"><subfield code="a">Communication in management</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Chalphin, Ira</subfield><subfield code="e">Sonstige</subfield><subfield code="4">oth</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Dietz, Karen</subfield><subfield code="e">Sonstige</subfield><subfield code="4">oth</subfield></datafield><datafield tag="700" ind1="1" ind2=" "><subfield code="a">Phlypo, Karla</subfield><subfield code="e">Sonstige</subfield><subfield code="4">oth</subfield></datafield><datafield tag="776" ind1="0" ind2="8"><subfield code="i">Erscheint auch als</subfield><subfield code="n">Druck-Ausgabe</subfield><subfield code="a">Bedford, Denise</subfield><subfield code="t">Communicating Knowledge</subfield><subfield code="d">Bingley : Emerald Publishing Limited,c2022</subfield><subfield code="z">9781802621044</subfield></datafield><datafield tag="912" ind1=" " ind2=" "><subfield code="a">ZDB-30-PQE</subfield></datafield><datafield tag="943" ind1="1" ind2=" "><subfield code="a">oai:aleph.bib-bvb.de:BVB01-035213659</subfield></datafield><datafield tag="966" ind1="e" ind2=" "><subfield code="u">https://ebookcentral.proquest.com/lib/hwr/detail.action?docID=6857714</subfield><subfield code="l">DE-2070s</subfield><subfield code="p">ZDB-30-PQE</subfield><subfield code="q">HWR_PDA_PQE</subfield><subfield code="x">Aggregator</subfield><subfield code="3">Volltext</subfield></datafield></record></collection> |
| id | DE-604.BV049874201 |
| illustrated | Not Illustrated |
| indexdate | 2024-09-19T05:22:05Z |
| institution | BVB |
| isbn | 9781802621037 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-035213659 |
| oclc_num | 1292063186 |
| open_access_boolean | |
| owner | DE-2070s |
| owner_facet | DE-2070s |
| physical | 1 Online-Ressource (257 Seiten) |
| psigel | ZDB-30-PQE ZDB-30-PQE HWR_PDA_PQE |
| publishDate | 2022 |
| publishDateSearch | 2022 |
| publishDateSort | 2022 |
| publisher | Emerald Publishing Limited |
| record_format | marc |
| series2 | Working Methods for Knowledge Management Series |
| spelling | Bedford, Denise Verfasser aut Communicating Knowledge 1st ed Bingley Emerald Publishing Limited 2022 ©2022 1 Online-Ressource (257 Seiten) txt rdacontent c rdamedia cr rdacarrier Working Methods for Knowledge Management Series Description based on publisher supplied metadata and other sources Intro -- Half Title Page -- Working Methods for Knowledge Management -- Title Page -- Copyright Page -- Contents -- Introduction to the Series - WorkingMethods in Knowledge Management -- Joint Enterprise, Mutual Engagement, and a SharedRepertoire -- Acknowledgments of Early Support -- Preface -- Overview of the Subject Matter -- Where the Topic Fits in the World Today -- Where the Book Fits in the Literature Today -- The Intended Audience for this Book -- Structure of the Book -- Chapter Summaries -- How this Book Impacts the Field -- Notes from the Authors -- Section 1: Communicating Knowledge -- Chapter 1:The Shifting Landscape of Organizational Communication -- Chapter Summary -- Why We Care about Organizational Communication -- Organizational Communications - Definitions and Characterizations -- The Origins and Evolution of Organizational Communications -- The Era of Preparation (1900-1940) -- The Era of Identification and Consolidation (1940-1970) -- The Era of Maturity and Innovation (1970-2010) -- The Era of Knowledge (2010 and Beyond) -- Organizational Communications in 2020 and Beyond -- Capability 1: Strategic Communications -- Capability 2: Public Relations -- Capability 3: Internal Communications -- Capability 4. Knowledge Mobilization -- Future of Organizational Communications -- The Changing Workplace -- Rapid Proliferation and Diversity of Broadcast Channels -- The Speed of Communications -- Changing Communication Protocols -- Asynchronous and Distance Communications -- Increased Prominence of IC and Knowledge Transformation -- Implications for Management Communications Competencies -- Chapter Review -- References and Recommendations for the Future -- Chapter 2: Knowledge Communication in the New World of Work -- Chapter Summary -- Why We Care about Managers' Communication and Knowledge Transformation Changing Nature of Work and the Workforce -- Changing Perspective of Work by the Workforce -- Who will We Work for in the Knowledge Economy? -- Who Will We Work within the Knowledge Economy? -- New Work Cultures of the Knowledge Economy -- Role of Artificial Intelligence in the Workplace in the Knowledge Economy -- The New Roles and Responsibilities of Managers in the Knowledge Economy -- Managers' New Knowledge Capital and Competencies -- Investing in Managers' New Interpersonal Communications and Knowledge Transformation Competencies -- Step 1. Increase the organization's general awareness of and valuation of its knowledge capital -- Step 2. Assess and enhance the knowledge culture of the organization to facilitate general knowledge flows and mobility -- Step 3. Cultivate interpersonal communications competencies of managers -- Chapter Review -- References and Recommended Future Readings -- Chapter 3: Knowledge Capital and Knowledge Mobilization -- Chapter Summary -- Why We Care about the Business Vallue of Knowledge -- Knowledge Mobilization - Definition and Characterization -- The Gap Between Minds - Effective Knowledge Communication -- Knowledge - The New Organizational Capital -- Increasing Organizational Awareness of Knowledge Capital -- Human Capital -- Structural Capital -- Relational Capital -- Chapter Review -- References and Recommended Future Readings -- Chapter 4: Designing Management Communications for the Knowledge Economy -- Chapter Summary -- Why We Care about Designing Knowledge Communications -- Communication Competencies and Skills for Twenty-First Century Managers -- Designing for Effective Knowledge Communications -- Aligning Interpersonal Communication with Types of Knowledge -- Chapter Review -- References and Recommended Future Readings -- Section 2: Communicating Knowledge Assets -- Chapter 5: Communicating Human Capital Chapter Summary -- Why We Care about Communicating Human Capital -- Tacit Knowledge - Definition and Characterization -- Communicating Tacit Knowledge - The Process -- Semantic Articulation of Knowledge -- Linguistic Articulation of Knowledge -- Visual Articulation of Knowledge -- Acoustic Articulation of Knowledge -- Kinesthetic Articulation of Knowledge -- Designing Tacit Knowledge Communications -- Skills and Competencies - Definition and Characterization -- Communicating Skills and Competencies - The Process -- Designing Communications for Skills and Competencies -- Attitudes and Behaviors - Definition and Characterization -- Communicating Attitudes and Behaviors - The Process -- Designing Communications for Attitudes and Behaviors -- Interpersonal Communication Competencies for Human Capital Mobilization -- Chapter Review -- References and Suggested Future Readings -- Chapter 6: Communicating Structural Capital -- Chapter Summary -- Why We Care about Communicating Structural Capital -- Structural Capital -- Explicit Knowledge - Definition and Characterization -- Communicating Explicit Information - The Process -- Idea Generation (Life Cycle Stage One) -- Information Creation and Capture (Life Cycle Stage 2) -- Security and Classifying Information (Life Cycle Stage 3) -- Organizing and Describing Information (Life Cycle Stage 4) -- Finding and Discovery (Life Cycle Stage 5) -- Using and Sharing Information (Life Cycle Stage 6) -- Preserving and Disposing of Information (Life Cycle Stage 7) -- Information Destruction (Life Cycle Stage 8) -- Designing Explicit Knowledge Communication -- Procedural Knowledge -- Communicating Procedural Knowledge - The Process -- Apprenticeship Models -- Collaboration and Coordination -- Experiential and Situational Learning -- Know-How Trading -- Problem-solving -- Team Learning -- Work Experience Designing Procedural Knowledge Communication -- Cultural Knowledge - Definitions and Characterizations -- Communicating Cultural Knowledge - The Process -- Designing Cultural Knowledge Communication -- Interpersonal Communication Competencies Essentual to Structural Knowledge Mobilization -- Chapter Review -- References and Suggested Future Readings -- Chapter 7: Communicating Relational Capital -- Chapter Summary -- Why We Care about Relational Capital Communications -- Network and Relational Capital - Definition and Characterization -- Communicating Relational Knowledge - The Process -- Designing Relational Capital Communications -- Reputational Knowledge - Definition and Characterization -- Communicating Reputational Knowledge - The Process -- Designing Reputational Capital Communications -- Interpersonal Communication Competencies Essential to Relational and Reputational Knowledge Exchange -- Chapter Review -- References and Suggested Future Readings -- Section 3: Key Issues in Knowledge Communications -- Chapter 8: Discernment as a Management Issue -- Chapter Summary -- Why We Care about Discernment as a Management Competency -- Discernment - Definition and Characterization -- Discernment about What? -- Conversational and Narrative Intelligence -- Conversational Intelligence Discernment -- Narrative Intelligence Discernment -- The Role of Narratives in Knowledge Transfer -- Communicating Data for Relevance and Meaning -- Narratives and Stories -- Organizational Communication Discernment -- The Discerning Process and Skills to Build -- Chapter Review -- References and Recommended Future Readings -- Chapter 9: Listening as a Management Issue -- Chapter Summary -- Why We Care about Listening as a Management Competency -- The Importance of Trust -- Ethical Communication -- Growing Your Self-reflective Skills -- Self-reflection Tool The Neuroscience of Storytelling in Communication -- Increase the Clarity of Communication Style -- The Importance of Listening -- Chapter Review -- References and Recommended Future Readings -- Chapter 10: Facilitation as a Management Issue -- Chapter Summary -- Why We Care about Facilitation as a Management Competency -- Coaching & -- Facilitation Practices -- The Critical Role of Intention -- Knowledge is Perishable -- Choosing a Position in Your Communication -- Communicating Different Knowledge Activities through Facilitation -- Using Appreciative Inquiry in Facilitation -- Different Feedback Types when Sharing Knowledge -- Positive Constructive and Motivational Feedback -- Chapter Review -- References and Recommendations for Future Reading -- Chapter 11: Decision-making as a Management Issue -- Chapter Summary -- Why We Care about Decision-making as a Management Competency -- The Role of Knowledge to Support Decision-making and Clear Communication -- Type and Style of Decision-making -- Delegative Decision-making Style -- Consultative Decision-Making Style -- Facilitative/Collaborative Decision-making Style -- Authoritative Decision-making Style -- Types of Decisions -- Strategic Decisions -- Communication and Messaging Strategic and Tactical Decisions -- Communication and Messaging for Tactical Decisions - Operational Decisions -- Applying Decision-making Using Discernment -- Identify What Needs To Be Decided -- Outline the Outcomes -- Considering Logic, Intuition, Values, and Culture -- Consider the Alternatives -- Communicating the Decision -- Chapter Review -- References and Recommended Future Readings -- Chapter 12: Team Building as a Management Issue -- Chapter Summary -- Why We Care about High-performance Teams as a Management Competency -- High-performing Teams Definition and Characterization Characteristics of High-performing Teams Communicating Knowledgeaddresses essential management practices in the 21st-century knowledge economy. It speaks to the change that every organization is experiencing as they transition from an industrial to a knowledge organization Knowledge management-Philosophy Communication in management Chalphin, Ira Sonstige oth Dietz, Karen Sonstige oth Phlypo, Karla Sonstige oth Erscheint auch als Druck-Ausgabe Bedford, Denise Communicating Knowledge Bingley : Emerald Publishing Limited,c2022 9781802621044 |
| spellingShingle | Bedford, Denise Communicating Knowledge Intro -- Half Title Page -- Working Methods for Knowledge Management -- Title Page -- Copyright Page -- Contents -- Introduction to the Series - WorkingMethods in Knowledge Management -- Joint Enterprise, Mutual Engagement, and a SharedRepertoire -- Acknowledgments of Early Support -- Preface -- Overview of the Subject Matter -- Where the Topic Fits in the World Today -- Where the Book Fits in the Literature Today -- The Intended Audience for this Book -- Structure of the Book -- Chapter Summaries -- How this Book Impacts the Field -- Notes from the Authors -- Section 1: Communicating Knowledge -- Chapter 1:The Shifting Landscape of Organizational Communication -- Chapter Summary -- Why We Care about Organizational Communication -- Organizational Communications - Definitions and Characterizations -- The Origins and Evolution of Organizational Communications -- The Era of Preparation (1900-1940) -- The Era of Identification and Consolidation (1940-1970) -- The Era of Maturity and Innovation (1970-2010) -- The Era of Knowledge (2010 and Beyond) -- Organizational Communications in 2020 and Beyond -- Capability 1: Strategic Communications -- Capability 2: Public Relations -- Capability 3: Internal Communications -- Capability 4. Knowledge Mobilization -- Future of Organizational Communications -- The Changing Workplace -- Rapid Proliferation and Diversity of Broadcast Channels -- The Speed of Communications -- Changing Communication Protocols -- Asynchronous and Distance Communications -- Increased Prominence of IC and Knowledge Transformation -- Implications for Management Communications Competencies -- Chapter Review -- References and Recommendations for the Future -- Chapter 2: Knowledge Communication in the New World of Work -- Chapter Summary -- Why We Care about Managers' Communication and Knowledge Transformation Changing Nature of Work and the Workforce -- Changing Perspective of Work by the Workforce -- Who will We Work for in the Knowledge Economy? -- Who Will We Work within the Knowledge Economy? -- New Work Cultures of the Knowledge Economy -- Role of Artificial Intelligence in the Workplace in the Knowledge Economy -- The New Roles and Responsibilities of Managers in the Knowledge Economy -- Managers' New Knowledge Capital and Competencies -- Investing in Managers' New Interpersonal Communications and Knowledge Transformation Competencies -- Step 1. Increase the organization's general awareness of and valuation of its knowledge capital -- Step 2. Assess and enhance the knowledge culture of the organization to facilitate general knowledge flows and mobility -- Step 3. Cultivate interpersonal communications competencies of managers -- Chapter Review -- References and Recommended Future Readings -- Chapter 3: Knowledge Capital and Knowledge Mobilization -- Chapter Summary -- Why We Care about the Business Vallue of Knowledge -- Knowledge Mobilization - Definition and Characterization -- The Gap Between Minds - Effective Knowledge Communication -- Knowledge - The New Organizational Capital -- Increasing Organizational Awareness of Knowledge Capital -- Human Capital -- Structural Capital -- Relational Capital -- Chapter Review -- References and Recommended Future Readings -- Chapter 4: Designing Management Communications for the Knowledge Economy -- Chapter Summary -- Why We Care about Designing Knowledge Communications -- Communication Competencies and Skills for Twenty-First Century Managers -- Designing for Effective Knowledge Communications -- Aligning Interpersonal Communication with Types of Knowledge -- Chapter Review -- References and Recommended Future Readings -- Section 2: Communicating Knowledge Assets -- Chapter 5: Communicating Human Capital Chapter Summary -- Why We Care about Communicating Human Capital -- Tacit Knowledge - Definition and Characterization -- Communicating Tacit Knowledge - The Process -- Semantic Articulation of Knowledge -- Linguistic Articulation of Knowledge -- Visual Articulation of Knowledge -- Acoustic Articulation of Knowledge -- Kinesthetic Articulation of Knowledge -- Designing Tacit Knowledge Communications -- Skills and Competencies - Definition and Characterization -- Communicating Skills and Competencies - The Process -- Designing Communications for Skills and Competencies -- Attitudes and Behaviors - Definition and Characterization -- Communicating Attitudes and Behaviors - The Process -- Designing Communications for Attitudes and Behaviors -- Interpersonal Communication Competencies for Human Capital Mobilization -- Chapter Review -- References and Suggested Future Readings -- Chapter 6: Communicating Structural Capital -- Chapter Summary -- Why We Care about Communicating Structural Capital -- Structural Capital -- Explicit Knowledge - Definition and Characterization -- Communicating Explicit Information - The Process -- Idea Generation (Life Cycle Stage One) -- Information Creation and Capture (Life Cycle Stage 2) -- Security and Classifying Information (Life Cycle Stage 3) -- Organizing and Describing Information (Life Cycle Stage 4) -- Finding and Discovery (Life Cycle Stage 5) -- Using and Sharing Information (Life Cycle Stage 6) -- Preserving and Disposing of Information (Life Cycle Stage 7) -- Information Destruction (Life Cycle Stage 8) -- Designing Explicit Knowledge Communication -- Procedural Knowledge -- Communicating Procedural Knowledge - The Process -- Apprenticeship Models -- Collaboration and Coordination -- Experiential and Situational Learning -- Know-How Trading -- Problem-solving -- Team Learning -- Work Experience Designing Procedural Knowledge Communication -- Cultural Knowledge - Definitions and Characterizations -- Communicating Cultural Knowledge - The Process -- Designing Cultural Knowledge Communication -- Interpersonal Communication Competencies Essentual to Structural Knowledge Mobilization -- Chapter Review -- References and Suggested Future Readings -- Chapter 7: Communicating Relational Capital -- Chapter Summary -- Why We Care about Relational Capital Communications -- Network and Relational Capital - Definition and Characterization -- Communicating Relational Knowledge - The Process -- Designing Relational Capital Communications -- Reputational Knowledge - Definition and Characterization -- Communicating Reputational Knowledge - The Process -- Designing Reputational Capital Communications -- Interpersonal Communication Competencies Essential to Relational and Reputational Knowledge Exchange -- Chapter Review -- References and Suggested Future Readings -- Section 3: Key Issues in Knowledge Communications -- Chapter 8: Discernment as a Management Issue -- Chapter Summary -- Why We Care about Discernment as a Management Competency -- Discernment - Definition and Characterization -- Discernment about What? -- Conversational and Narrative Intelligence -- Conversational Intelligence Discernment -- Narrative Intelligence Discernment -- The Role of Narratives in Knowledge Transfer -- Communicating Data for Relevance and Meaning -- Narratives and Stories -- Organizational Communication Discernment -- The Discerning Process and Skills to Build -- Chapter Review -- References and Recommended Future Readings -- Chapter 9: Listening as a Management Issue -- Chapter Summary -- Why We Care about Listening as a Management Competency -- The Importance of Trust -- Ethical Communication -- Growing Your Self-reflective Skills -- Self-reflection Tool The Neuroscience of Storytelling in Communication -- Increase the Clarity of Communication Style -- The Importance of Listening -- Chapter Review -- References and Recommended Future Readings -- Chapter 10: Facilitation as a Management Issue -- Chapter Summary -- Why We Care about Facilitation as a Management Competency -- Coaching & -- Facilitation Practices -- The Critical Role of Intention -- Knowledge is Perishable -- Choosing a Position in Your Communication -- Communicating Different Knowledge Activities through Facilitation -- Using Appreciative Inquiry in Facilitation -- Different Feedback Types when Sharing Knowledge -- Positive Constructive and Motivational Feedback -- Chapter Review -- References and Recommendations for Future Reading -- Chapter 11: Decision-making as a Management Issue -- Chapter Summary -- Why We Care about Decision-making as a Management Competency -- The Role of Knowledge to Support Decision-making and Clear Communication -- Type and Style of Decision-making -- Delegative Decision-making Style -- Consultative Decision-Making Style -- Facilitative/Collaborative Decision-making Style -- Authoritative Decision-making Style -- Types of Decisions -- Strategic Decisions -- Communication and Messaging Strategic and Tactical Decisions -- Communication and Messaging for Tactical Decisions - Operational Decisions -- Applying Decision-making Using Discernment -- Identify What Needs To Be Decided -- Outline the Outcomes -- Considering Logic, Intuition, Values, and Culture -- Consider the Alternatives -- Communicating the Decision -- Chapter Review -- References and Recommended Future Readings -- Chapter 12: Team Building as a Management Issue -- Chapter Summary -- Why We Care about High-performance Teams as a Management Competency -- High-performing Teams Definition and Characterization Characteristics of High-performing Teams Knowledge management-Philosophy Communication in management |
| title | Communicating Knowledge |
| title_auth | Communicating Knowledge |
| title_exact_search | Communicating Knowledge |
| title_full | Communicating Knowledge |
| title_fullStr | Communicating Knowledge |
| title_full_unstemmed | Communicating Knowledge |
| title_short | Communicating Knowledge |
| title_sort | communicating knowledge |
| topic | Knowledge management-Philosophy Communication in management |
| topic_facet | Knowledge management-Philosophy Communication in management |
| work_keys_str_mv | AT bedforddenise communicatingknowledge AT chalphinira communicatingknowledge AT dietzkaren communicatingknowledge AT phlypokarla communicatingknowledge |