Knowledge Management Km Processes In Organizations
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Knowledge Management and Organizational Learning
Author: William R. King
language: en
Publisher: Springer Science & Business Media
Release Date: 2009-06-13
Knowledge management (KM) is a set of relatively-new organizational activities that are aimed at improving knowledge, knowledge-related practices, organizational behaviors and decisions and organizational performance. KM focuses on knowledge processes—knowledge creation, acquisition, refinement, storage, transfer, sharing and utilization. These processes support organizational processes involving innovation, individual learning, collective learning and collaborative decision-making. The “intermediate outcomes” of KM are improved organizational behaviors, decisions, products, services, processes and relationships that enable the organization to improve its overall performance. Knowledge Management and Organizational Learning presents some 20 papers organized into five sections covering basic concepts of knowledge management; knowledge management issues; knowledge management applications; measurement and evaluation of knowledge management and organizational learning; and organizational learning.
Knowledge Management (KM) Processes in Organizations
Knowledge Management (KM) is an effort to increase useful knowledge in the organization. It is a natural outgrowth of late twentieth century movements to make organizational management and operations more effective, of higher quality, and more responsive to constituents in a rapidly changing global environment. This document traces the evolution of KM in organizations, summarizing the most influential research and literature in the field. It also presents an overview of selected common and current practices in knowledge management, including the relationship between knowledge management and decision making, with the intention of making a case for KM as a series of processes and not necessarily a manipulation of things. The final section highlights the use of social networking and commonly adopted Web applications to increase the value of social capital and to connect practitioners with clients and colleagues. Table of Contents: Introduction / Background Bibliographic Analysis / Theorizing Knowledge in Organizations / Conceptualizing Knowledge Emergence / Knowledge "Acts" / Knowledge Management in Practice / Knowledge Management Issues / Knowledge Management and Decision Making / Social Network Analysis and KM / Implications for the Future / Conclusion
Knowledge Management (KM) Processes in Organizations
Author: Claire Regina McInerney
language: en
Publisher: Morgan & Claypool Publishers
Release Date: 2011
Knowledge Management (KM) is an effort to increase useful knowledge in the organization. It is a natural outgrowth of late twentieth century movements to make organizational management and operations more effective, of higher quality, and more responsive to constituents in a rapidly changing global environment. This document traces the evolution of KM in organizations, summarizing the most influential research and literature in the field. It also presents an overview of selected common and current practices in knowledge management, including the relationship between knowledge management and decision making, with the intention of making a case for KM as a series of processes and not necessarily a manipulation of things. The final section highlights the use of social networking and commonly adopted Web applications to increase the value of social capital and to connect practitioners with clients and colleagues. Table of Contents: Introduction / Background Bibliographic Analysis / Theorizing Knowledge in Organizations / Conceptualizing Knowledge Emergence / Knowledge "Acts" / Knowledge Management in Practice / Knowledge Management Issues / Knowledge Management and Decision Making / Social Network Analysis and KM / Implications for the Future / Conclusion