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E-grāmata: Knowledge Management in Organizations: A critical introduction

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(Loughborough University), (Open University of The Netherlands), (The University of Melbourne)
  • Formāts: 360 pages
  • Izdošanas datums: 08-Mar-2018
  • Izdevniecība: Oxford University Press
  • Valoda: eng
  • ISBN-13: 9780192523129
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Knowledge Management in Organizations: A critical introductionPalielināt
  • Formāts: 360 pages
  • Izdošanas datums: 08-Mar-2018
  • Izdevniecība: Oxford University Press
  • Valoda: eng
  • ISBN-13: 9780192523129
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Knowledge Management in Organizations is the most comprehensive and critical textbook on the subject. Encompassing a number of perspectives - including organizational behaviour, HRM, systems, and sociocultural factors - the text introduces the concept of knowledge before examining how it can be effectively managed within the organizations in which we work.

The international author team ensure the broad theoretical coverage is brought to life with practical illustrations and case studies exploring topics such as knowledge sharing via social media, knowledge transfer in different cultural contexts, and the interaction of leadership, culture, and knowledge management in Australian SMEs. Examples are diverse, international, and highly relevant to each chapter, showcasing the significance of knowledge management in all types of organizational settings.

'Time to Reflect' boxes, review and discussion questions, and a question or activity to accompany every illustration and case study ensure students are challenged to engage with the subject critically and reflectively. Despite the critical approach and depth of coverage, the text remains accessible through its widely praised writing style, coherent structure, in-chapter definition boxes, and manageable size.

This book is accompanied by a selection of online resources:

For students: Extra online cases Web links to additional resources and relevant websites Extension questions

For lecturers: Suggested exam questions Suggested essay/coursework questions Suggestions for classroom activities Figures and tables from the book

Recenzijas

Finally a text book that provides a refreshing and global insight into knowledge management and is a rich learning resource to both academic tutors and students. * Dr Derek Watson, The University of Sunderland * Hislop et al.'s book provides students with a perfect introduction to knowledge management that develops critical and scholarly understanding of the key concepts and issues concerning how KM is developed and managed in organizations. Packed with learning materials such as case studies, self-reflection and discussion topics, together with access to online resources that provide further materials, this book is core reading for all students and academics engaged in KM study. * Virginia Power, The University of the West of England, Bristol * The main strength of Hislop et al.'s book is that it helps the reader to think beyond differences in perspective and to explore the assumptions that may underlie these differences. I think, in addition, the book scores well in terms of clarity of reading and spread of examples. * Dr Ana Cristina Vasconcelos, The University of Sheffield * Far better than most in its overview, detail and critical points. * Christian T. Lystbaek, Aarhus University *

Figures
xvii
Tables
xviii
Guide to the Book xx
Guide to the Online Resources xxii
1 The Contemporary Importance of Knowledge and Knowledge Management
1(14)
Introduction
1(1)
Key assumptions in the knowledge management literature
1(2)
The knowledge society concept and its links to Bell's post-industrial society concept
3(3)
A critical evaluation of the knowledge society concept
6(2)
Aims, philosophy, and structure
8(4)
Review and Discussion Questions
12(1)
Suggestions for Further Reading
12(3)
PART 1 Epistemologies of Knowledge in the Knowledge Management Literature
2 The Objectivist Perspective on Knowledge
15(15)
Introduction
15(1)
Objectivist perspectives on knowledge
15(2)
The knowledge-based theory of the firm
17(1)
Typologies of knowledge
18(5)
Tacit and explicit knowledge
19(1)
Individual-group knowledge
20(3)
An objectivist perspective on the sharing and management of knowledge
23(4)
Conduit model of knowledge sharing
24(1)
Knowledge management processes
25(2)
Conclusion
27(1)
Case study Factors shaping the successful transfer of knowledge within an MNC an objectivist analysis
27(2)
Review and Discussion Questions
29(1)
Suggestions for Further Reading
29(1)
3 The Practice-Based Perspective on Knowledge
30(19)
Introduction
30(1)
Features of a practice-based perspective on knowledge
31(9)
The embeddedness of knowledge in practice
31(2)
Knowledge as multidimensional and non-dichotomous
33(2)
Knowledge is embodied
35(2)
The socially constructed and culturally embedded nature of knowledge
37(2)
The contestable nature of knowledge
39(1)
A practice-based perspective on the management and sharing of knowledge
40(3)
Conclusion
43(1)
Case study The collective knowledgeability of care: a case study of an Italian care home
43(1)
Review and Discussion Questions
44(1)
Suggestions for Further Reading
45(4)
PART 2 An Introduction to Key Concepts
4 What is Knowledge Management?
49(19)
Introduction
49(1)
What is knowledge management?
49(4)
Factors influencing organizational approaches to knowledge management
53(5)
Conceptualizing the diversity of knowledge management approaches
58(1)
Knowledge strategy frameworks
58(2)
Von Krogh et al. (2001): leveraging, expanding, appropriating, and probing
58(2)
Kim et al. (2014): internal and external codification, internal and external personalization
60(1)
Knowledge management strategy frameworks
60(4)
Hansen et al.'s (1999) codification versus personalization framework
60(3)
Alvesson and Karreman's (2001) four knowledge management approaches
63(1)
Conclusion
64(1)
Case study Centralizing knowledge management: McKinsey's Knowledge Network
65(2)
Review and Discussion Questions
67(1)
Suggestions for Further Reading
67(1)
5 Knowledge-Intensive Firms and Knowledge Workers
68(23)
Introduction
68(1)
The knowledge economy and the growing importance of knowledge-intensive firms and knowledge workers
69(1)
Defining and characterizing knowledge-intensive firms
70(2)
Defining knowledge workers: the professional knowledge work perspective
72(2)
Defining knowledge workers: the `all work is knowledge work' perspective
74(2)
Knowledge work and ambiguity
76(2)
Knowledge and knowledge processes in knowledge-intensive firms
78(4)
Knowledge workers, intellectual capital, and innovation
78(1)
Knowledge creation
79(1)
Knowledge integration/application
79(2)
Social capital, knowledge workers, and knowledge-intensive firms
81(1)
The willingness of knowledge workers to participate in knowledge processes: contrasting perspectives
82(2)
Knowledge workers: the ideal employee?
82(1)
Factors inhibiting knowledge workers' work efforts and knowledge management activities
83(1)
Conclusion
84(1)
Case study The linkages between learning orientation, knowledge assets, and HR practices in professional service firms
85(1)
Review and Discussion Questions
86(1)
Suggestions for Further Reading
86(5)
PART 3 Innovation, Knowledge Creation, and Unlearning
6 Learning and Knowledge Management
91(19)
Introduction
91(1)
The heterogeneity of learning
92(2)
Characterizing learning in organizations
92(1)
Learning mechanisms and processes
92(2)
The dynamics of organizational learning
94(2)
The learning organization: emancipation or exploitation?
96(10)
The learning organization: the advocates' vision
97(3)
The learning organization: the pessimists' or sceptics' perspective
100(6)
Conclusion
106(1)
Case study The role of time and discontinuities in shaping the complex dynamics of organizational learning
107(2)
Review and Discussion Questions
109(1)
Suggestions for Further Reading
109(1)
7 Innovation and Knowledge Processes
110(16)
Introduction
110(1)
The scope and evolution of Nonaka's knowledge creation theory
111(1)
The epistemology of knowledge creation theory
112(1)
SECI and knowledge creation/conversion
113(3)
Ba
116(1)
The critique of Nonaka's knowledge creation theory
116(4)
Innovation, knowledge processes, and absorptive capacity
120(3)
Conclusion
123(1)
Case study Knowledge creation, absorptive capacity, and product innovativeness
124(1)
Review and Discussion Questions
125(1)
Suggestions for Further Reading
125(1)
8 Unlearning, Knowledge Loss, and the Protection of Knowledge
126(22)
Introduction
126(2)
Unlearning and forgetting in organizational contexts
128(1)
Unlearning as a type of deliberate forgetting
128(3)
Unlearning, learning, and change
131(2)
Antecedents of unlearning
133(4)
Individual-level antecedents of unlearning
134(1)
Organizational-level antecedents of unlearning
135(2)
Knowledge leakage
137(3)
Leakage from tacit and explicit knowledge perspectives
138(2)
Knowledge protection
140(3)
Conclusion
143(1)
Case study The impact of team reflexivity and stress on unlearning and innovation in new product development teams
143(1)
Review and Discussion Questions
144(1)
Suggestions for Further Reading
145(3)
PART 4 Introduction to ICTs and Knowledge Management
Inseparability of knowledge management and computer-based technology
148(1)
Linking knowledge management and ICTs
148(3)
9 Objectivist Perspectives on ICTs and Knowledge Management
151(12)
Introduction
151(1)
Objectivist perspective on ICT-enabled knowledge management
151(1)
Epistemological assumptions and ICTs
152(1)
Three ICT-enabled knowledge management approaches based on the objectivist perspective
152(7)
Repository-based approach to ICT-based knowledge management
152(3)
Process and domain knowledge model approach to ICT-based knowledge management
155(2)
Sensor-based approach to ICT-based knowledge management
157(2)
Critical reflection of objectivist approaches on ICTs and knowledge management
159(1)
Conclusion
159(1)
Case study Wiki as tool to share knowledge in an SME
160(1)
Review and Discussion Questions
161(1)
Suggestions for Further Reading
162(1)
10 Practice-Based Perspectives on ICT-Enabled Knowledge Management
163(14)
Introduction
163(1)
Epistemological assumptions and ICTs
163(1)
Practice-based perspectives on knowledge and the three roles for ICTs in knowledge management
164(7)
Network-based approach to ICT-based knowledge management
164(2)
Collaboration tools to facilitate ICT-based communication and knowledge sharing
166(3)
Crowd-based approach to ICT-based knowledge management
169(2)
Conclusion
171(1)
Case study Yammer at Deloitte Australia
171(1)
Review and Discussion Questions
172(1)
Suggestions for Further Reading
173(4)
PART 5 Socio-cultural Issues Related to Managing and Sharing Knowledge
11 The Influence of Socio-cultural Factors in Motivating Workers to Participate in Knowledge Management Initiatives
177(18)
Introduction
177(1)
The share/hoard dilemma
178(2)
The context of the employment relationship: employer-employee relations in business organizations
180(2)
The ubiquity of conflict in business organizations and its impact on knowledge processes
182(2)
Inter-personal trust
184(3)
Group identity
187(1)
National culture
188(2)
Personality
190(1)
Conclusion
191(1)
Case study ParcelCo: a case study of factors inhibiting knowledge sharing
192(1)
Review and Discussion Questions
193(1)
Suggestions for Further Reading
194(1)
12 Communities of Practice
195(21)
Introduction
195(1)
Defining communities of practice
196(1)
Communities of practice: origins, features, and dynamics
197(3)
Communities of practice and intra-community knowledge processes
200(1)
Types of communities of practice
200(3)
Online communities
203(1)
Managing communities of practice
204(3)
Visualizing and analysing communities of practice: social network analysis
207(2)
Critical perspectives on communities of practice
209(3)
Power, conflict, and the internal dynamics of communities
210(1)
Blinkered and inward-looking communities
211(1)
Conclusion
212(1)
Case study Communities of practice as means to implement agile software development at Ericsson
213(1)
Review and Discussion Questions
214(1)
Suggestions for Further Reading
214(2)
13 Boundary-Spanning Knowledge Processes in Heterogeneous Collaborations
216(19)
Introduction
216(2)
The significance of boundary-spanning collaboration
218(2)
Characterizing boundary-spanning knowledge processes
220(4)
Identity
220(2)
Knowledge
222(2)
Identity, knowledge, trust, and social relations
224(2)
A classification of boundary types
226(1)
Facilitating/managing knowledge between communities
227(4)
Relationship management
228(1)
Boundary objects
229(2)
Conclusion
231(1)
Case study Cross-functional knowledge sharing in R&D via co-location: the case of Novartis
232(1)
Review and Discussion Questions
233(1)
Suggestions for Further Reading
234(1)
14 Power, Politics, Conflict, and Knowledge Processes
235(20)
Introduction
235(1)
Two perspectives on power and the power/knowledge relationship
236(2)
Power as a resource and the critical discourse on knowledge management
238(6)
Theorizing power and power/knowledge relations
238(2)
Linking power and knowledge to conflict and politics
240(3)
The critical discourse on knowledge management and the inevitability of power and conflict in business organizations
243(1)
Power/knowledge and the dialogical discourse on knowledge management
244(4)
Conceptualizing power/knowledge
245(1)
Discourse, power/knowledge, and the legitimation of truth claims
246(1)
Power/knowledge and conflict across organizational boundaries
246(2)
Conclusion
248(1)
Case study Power matters: the importance of Foucault's power/knowledge in knowledge management research
249(1)
Review and Discussion Questions
250(1)
Suggestions for Further Reading
250(5)
PART 6 The Management of Knowledge Work (and Workers)
15 Facilitating Knowledge Management via the Use of Human Resource Management Practices
255(16)
Introduction
255(1)
Why HRM practices are important to knowledge management
256(2)
HRM practices and knowledge management
258(7)
Recruitment and selection
259(1)
Job design
260(1)
Training
261(1)
Coaching and mentoring
262(1)
Reward and performance appraisal
263(2)
HRM, staff retention, and knowledge management
265(2)
Conclusion
267(1)
Case study Rethinking the role of HRM practices in facilitating knowledge exchange: a case study of CERN, a knowledge-intensive organization
268(1)
Review and Discussion Questions
269(1)
Suggestions for Further Reading
269(2)
16 Leadership, Organization Culture Management, and Knowledge Management
271(16)
Introduction
271(2)
The impact of organizational culture on knowledge management activities
273(4)
Creating and managing an organizational culture to support knowledge management activities
277(1)
The conceptualization of leadership in the academic business and management literature
278(3)
Knowledge management and leadership
281(3)
Conclusion
284(1)
Case study The impact of organizational culture on knowledge sharing: the case of Danisco
284(2)
Review and Discussion Questions
286(1)
Suggestions for Further Reading
286(1)
References 287(28)
Index 315
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