附註:Includes bibliographical references and index.
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
摘要: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.
