Performance through learning : knowledge management in practice Cover Image

E-book

Performance through learning : knowledge management in practice

Gorelick, Carol. (Author). Milton, N. J. (Nick J.) (Added Author). April, Kurt. (Added Author).

Summary: Performance Through Learning is a practical guide to the key issues surrounding knowledge management from a human resource perspective and provides incisive insights into developing a strategy linked to organizational learning. The authors present a framework and model that practitioners within organizations can adapt to increase performance through learning using knowledge management tools. The book is divided into two parts and includes: *An overview of theory *Case studies and practitioner stories from a range of KM initiatives *Tools and techniques for implementing an effective KM strategy. Written by a respected international author team, the book provides an understanding of the theory that supports knowledge management in the current business environment. Drawing upon real-life examples across a variety of organizational settings, from large global financial and professional services firms, to multinational oil and mining companies, to a small charity in the voluntary sector *Authors from US, Canada, South Africa, and UK give this book an international perspective *Only book to focus on measurement using balanced scorecard and other HR measurement tools *Provides empirical case studies of how leading organizations in 4 countries have achieved benefits from KM.

Record details

ISBN: 1138146544
ISBN: 9781138146549
ISBN: 1136374132
ISBN: 9781136374135
ISBN: 1136374094
ISBN: 9781136374098
ISBN: 1136374140
ISBN: 9781136374142
ISBN: 0750675829
ISBN: 9780750675826
ISBN: 9780080479927
ISBN: 0080479928
ISBN: 9781417537303
ISBN: 1417537302
Physical Description: 1 online resource (xxiv, 408 pages) : illustrations
remote
Publisher: Amsterdam ; Boston, MA : Elsevier Butterworth-Heinemann, ©2004.

Content descriptions

Bibliography, etc. Note:	Includes bibliographical references and index.
Formatted Contents Note:	Cover -- Contents -- Preface -- Acknowledgments -- Part I: Setting the Context for Knowledge Management as a Method for Organizational Learning -- 1 The Knowledge Management Mandate: Performance Through Learning -- What Is Knowledge Management? -- Growing Interest in KM -- Definition of Terms -- Knowledge Management and Organizational Learning -- History of Knowledge Management -- The Four Phases of Knowledge Management -- Why Knowledge Management Now? -- The Changing Role of Human Resources -- Final Thoughts -- References -- 2 A Framework for Performance Through Learning to Produce Results -- Organizational Learning -- Background -- Parsons' Organizational Learning Model -- Schwandt's Adaptation of Parsons' Model-Emphasizing the Learning Subsystem -- Theoretical Background -- Explanation of the Interchange Media -- The Schwandt Organizational Learning Systems Model -- Our Knowledge Management Framework -- How Organizations Learn -- A Dynamic Learning Process -- Final Thoughts -- References -- 3 Going Deeper: Elements of Knowledge for Action to Produce Results -- The Knowledge-Performance Relationship -- Two Equations for Change -- Mechanisms for Learning -- Moving Toward Practice -- The Knowledge Architecture -- Final Thoughts -- References -- 4 Creating a Culture for Learning -- Cultural Barriers -- Knowledge-Friendly Cultures -- Sense Making and Culture -- Shared Context, Mission, Objectives, Goals -- Language and Symbols -- Values and Assumptions -- Schema, Scripts, and Stories -- Final Thoughts -- References -- 5 Structures That Support Learning -- Structure versus Structuring -- Structuring Actions -- Implementation -- Structuring Levers -- Norms -- Technology -- Roles -- Leadership -- Education and Training -- Rewards and Recognition -- Meaningful Results-Oriented Work -- Recognition Outside One's Own Organization -- Recognition from Peers -- Final Thoughts -- References -- 6 The Bottom Line-Measuring Knowledge Management Initiatives: Return on Investment -- Why Measure the Return on Investment? -- ROI for Knowledge Management -- The ROI Calculation-A Process -- Evaluation Framework -- The Process Model -- Operating Standards -- Implementation -- Application -- Assessing Monetary Values -- Intangible Measures -- The ROI Process in Practice -- Final Thoughts -- Transition to Cases -- References -- Part II: Voices of Experience: Applying Knowledge Management Tools -- 7 British Petroleum's Knowledge Management Journey: A Decade of Change -- The BP Journey -- Precursors to Success-Change Efforts Preceding Knowledge Management -- Performance and Teamwork -- The Federal Organization -- Virtual Teamworking -- Information to Knowledge -- An "Aha!" Moment -- The Genesis of the KM Team -- Getting Started by Creating Awareness -- The Work Began in Earnest -- The KM Framework -- Raising Awareness -- Engagement -- Building the Framework-Pilots -- The Toolkit -- The Knowledge Management Model -- The KM Community of Practice -- Connecting People -- Big.
Source of Description Note:	Print version record.