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List of figures and tables |
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ix | |
About the author |
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xiii | |
Preface |
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xiv | |
Acknowledgements |
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xix | |
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List of abbreviations/acronyms |
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xxi | |
Guide to the book |
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xxiii | |
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PART ONE Knowledge management - key concepts and models |
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1 | (62) |
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01 Introduction to knowledge management |
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3 | (26) |
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1.1 What is knowledge and knowledge management? |
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3 | (9) |
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1.2 The value in knowledge and knowledge management |
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12 | (5) |
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1.3 Knowledge management approaches |
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17 | (4) |
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1.4 Knowledge management - an interdisciplinary framework |
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21 | (3) |
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24 | (1) |
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25 | (1) |
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26 | (3) |
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02 Tacit and explicit knowledge |
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29 | (15) |
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2.1 Knowledge classification |
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29 | (6) |
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2.2 SECI model (tacit and explicit knowledge conversion) |
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35 | (3) |
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2.3 Ba theory (knowledge space) |
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38 | (3) |
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41 | (1) |
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41 | (1) |
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42 | (2) |
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03 Knowledge management process and lifecycle models |
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44 | (19) |
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3.1 Key knowledge management process stages |
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44 | (9) |
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3.2 Knowledge management lifecycle models |
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53 | (6) |
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59 | (1) |
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60 | (1) |
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61 | (2) |
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PART TWO Building knowledge competence in organizations |
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63 | (106) |
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04 Organizational learning |
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65 | (37) |
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4.1 From individual through group/team to organizational leaning |
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66 | (8) |
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4.2 Organizational learning frameworks |
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74 | (7) |
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4.3 Learning cycles - single, double and triple loop learning |
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81 | (8) |
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4.4 Management of organizational memory |
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89 | (7) |
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96 | (2) |
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98 | (1) |
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99 | (3) |
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05 The learning organization |
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102 | (29) |
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5.1 Definitions of a learning organization |
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102 | (3) |
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5.2 Theoretical models for developing learning organizations |
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105 | (17) |
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5.3 Cross-cutting themes across different learning organization models |
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122 | (4) |
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126 | (2) |
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128 | (1) |
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129 | (2) |
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06 Organizational culture for knowledge sharing and learning |
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131 | (38) |
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6.1 Concept of organizational culture |
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132 | (4) |
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6.2 Classification of organizational culture |
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136 | (13) |
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6.3 Impact of organizational culture on knowledge sharing and organizational learning |
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149 | (4) |
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6.4 Creating organizational culture to foster knowledge sharing and organizational learning |
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153 | (8) |
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161 | (1) |
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162 | (2) |
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164 | (5) |
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PART THREE Crossing knowledge boundaries |
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169 | (110) |
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07 Communities of practice |
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171 | (25) |
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7.1 Definitions, features and lifecycle of communities of practice |
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171 | (11) |
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182 | (3) |
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185 | (6) |
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7.4 What a successful CoP looks like and how to build one |
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191 | (2) |
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193 | (1) |
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193 | (1) |
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194 | (2) |
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08 Knowledge boundaries and boundary-spanning mechanisms |
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196 | (35) |
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197 | (4) |
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8.2 Boundary-spanning mechanisms |
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201 | (13) |
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8.3 Boundary-spanning knowledge activities in industrial applications |
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214 | (11) |
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225 | (2) |
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227 | (1) |
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228 | (3) |
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231 | (21) |
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231 | (2) |
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9.2 Network structural properties |
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233 | (5) |
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9.3 Relational properties |
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238 | (5) |
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243 | (4) |
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247 | (1) |
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248 | (1) |
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249 | (3) |
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10 ICT-enabled knowledge management: Internet of Things and big data analytics |
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252 | (27) |
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10.1 Linking knowledge management and ICT |
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253 | (1) |
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10.2 Internet of Things and knowledge management |
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254 | (9) |
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10.3 Big data analytics and knowledge management |
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263 | (11) |
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274 | (1) |
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275 | (1) |
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276 | (3) |
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PART FOUR Knowledge support for business decision making |
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279 | (74) |
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11 The business decision context |
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281 | (18) |
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11.1 Business environments that challenges business decisions |
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282 | (7) |
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11.2 Links between different aspects of business and associated decisions |
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289 | (4) |
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11.3 Business decisions at different levels |
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293 | (3) |
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296 | (1) |
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297 | (1) |
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297 | (2) |
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12 Human decision-making processes and knowledge requirements |
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299 | (23) |
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12.1 Concepts of decision making |
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299 | (7) |
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12.2 Different decision process models |
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306 | (8) |
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12.3 Calling for knowledge support in decision making |
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314 | (4) |
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318 | (1) |
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319 | (1) |
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319 | (3) |
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13 Knowledge-based decision support systems |
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322 | (31) |
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323 | (2) |
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13.2 Key technologies for knowledge modelling and knowledge reasoning |
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325 | (16) |
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341 | (6) |
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347 | (1) |
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348 | (1) |
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348 | (5) |
Index |
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353 | |