Creating New Knowledge in Management rediscovers lost sources in the work of Mary Parker Follett and Chester Barnard, providing a foundation for management as a unique and coherent discipline. This book begins by explaining that research universities, and the management field in particular, have splintered into smaller and less related parts. It then recovers a lost tradition of integrating management and the humanities, exploring ways of building on this convention to advance the unique art and science of business. By way of Follett and Barnard's work, author Ellen S. O'Connor demonstrates how the shared values, purposes, and customs of management and the humanities can be used to build an enterprise that will help to meet the challenges of business today. Igniting approaches to management that build on humanistic traditions is the ultimate goal of this book. Therefore, the text ends with two experiments—one in the classroom and one with a business executive—that take up this call and offer a perspective on where management must go next.

In this book Dr. Michael Stankosky, founder of the first doctoral program in knowledge management, sets out to provide a rationale and solid research basis for establishing Knowledge Management (KM) as an academic discipline. While it is widely known that Knowledge is the driver of our knowledge economy, Knowledge Management does not yet have the legitimacy that only rigorous academic research can provide. This book lays out the argument for KM as a separate academic discipline, with its own body of knowledge (theoretical constructs), guiding principles, and professional society. In creating an academic discipline, there has to be a widely accepted theoretical construct, arrived at by undergoing scholarly scientific investigation and accompanying rigor. This construct becomes the basis for an academic curriculum, and proven methodologies for practice. Thus, the chapters in this book bridge theory and practice, providing guiding principles to those embarking on or evaluating the merits of a KM program. As a methodology itself for undertaking the development of a body of knowledge, a KM Research Map was developed to guide scholars, researchers, and practitioners. This book presents this map, and showcases cutting-edge scholarship already performed in this nascent field by including the dissertation results of eleven KM scholar/practitioners.

Creating Knowledge Based Organizations brings together high quality concepts and techniques closely related to organizational learning, knowledge workers, intellectual capital, and knowledge management. It includes the methodologies, systems and approaches that are needed to create and manage knowledge based organizations.

A straightforward guide to leveraging your company's intellectual capital by creating a knowledge management culture The Complete Guide to Knowledge Management offers managers the tools they need to create an organizational culture that improves knowledge sharing, reuse, learning, collaboration, and innovation to ensure mesurable growth. Written by internationally recognized knowledge management pioneers, it addresses all those topics in knowledge management that a manager needs to ensure organizational success. Provides plenty of real-life examples and case studies Includes interviews with prominent managers who have successfully implemented knowledge management structures within their organizations Offers chapters composed of short theoretical explanations and practical methods that you can utilize, based primarily on hands-on author experience Taking an intellectual journey into knowledge management, beginning with an understanding of the concept of intellectual capital and how to establish an appropriate culture, this book looks at the human aspects of managing knowledge workers, promoting interactions for knowledge creation and sharing.

Knowledge Management has evolved into one of the most important streams of management research, affecting organizations of all types at many different levels. The Encyclopedia of Knowledge Management, Second Edition provides a compendium of terms, definitions and explanations of concepts, processes and acronyms addressing the challenges of knowledge management. This two-volume collection covers all aspects of this critical discipline, which range from knowledge identification and representation, to the impact of Knowledge Management Systems on organizational culture, to the significant integration and cost issues being faced by Human Resources, MIS/IT, and production departments.

'The New Knowledge Management' is the story of the birth of "second-generation knowledge management," told from the perspective of one its chief architects, Mark W. McElroy. Unlike its first-generation cousin, second-generation Knowledge Management seeks to enhance knowledge production, not just knowledge sharing. As a result, 'The New Knowledge Management' expands the overall reach of knowledge management to include "innovation management" for the very first time. 'The New Knowledge Management' introduces the concept of "second-generation knowledge management" to the business community. Mark W. McElroy has assembled a collection of his own essays, written over the past four years, chronicling the development of related thinking in the field. Unlike first-generation KM, mainly focusing on value derived from knowledge sharing, second-generation thinking formally adds knowledge making to the scope of KM. In this way second-generation KM expands the overall reach of KM to include "innovation management" for the very first time. 'The New Knowledge Management' finally begins to bridge the gap between KM and the field of organizational learning, which up until now have been viewed as miles apart.

Diverse kinds of knowledge are vital for each organization that would successfully compete today in an international scenario. The emergent relevance of knowledge and its management in an even more complex environment opens up the possibility to analyze, investigate and deepen our understanding on different aspects related to several functional areas in business management. Nowadays, firms that create new knowledge and apply it effectively and efficiently will be successful at creating competitive advantages. The choices of the firms in selecting and applying different knowledge process (such as knowledge sourcing, transferring and exploiting) as well as knowledge tools may be crucial. Thus, the role of knowledge as the key source of potential advantage for organizations and indeed whole economies is still a hot debate in the international landscape. This book develops insights for the management of knowledge in cross-functional business areas to originate an innovative approach to the classical Knowledge Management (KM) field. This book provides a fresh perspective on different knowledge related topics in an international landscape, highlighting the key role of knowledge and its management in business activities. Overall, the primary aim of this book is to extend our understandings on how KM can be helpful in several cross-functional management areas, such as strategic management, finance, HRM and innovation as well as in different business circumstances such as M&A, internationalization processes and risk management.

The past few decades have witnessed a dramatic expansion of management education, consulting, and the formalization of management practice, with a widespread diffusion of management ideas across sectors and continents. This book describes and analyzes this worldwide flow of management ideas and the key carriers of these ideas.

Knowledge Café is a process for sharing information, whether face to face or virtual. This popular and practical knowledge management tool supports a culture where projects and innovation thrive. The Knowledge Café is a mindset and environment for engaging, discussing, and exchanging knowledge within a group either face to face or virtually. At the café, participants can discuss hard-to-solve project issues or resolve a family or community crisis. This metaphorical town square supports knowledge circulation and rejuvenation and increases its velocity—making it a breeding ground for innovation. The aha moments at one Knowledge Café can match the benefits of multiple conferences, workshops, and training put together. When knowledge management (KM) is part of an organization's culture, performance improves, collaboration increases, and the competitive advantage accelerates. No one can force knowledge transfer. We must create the right environment where knowledge is freely shared, rewarded, and fun. This book demonstrates why the Knowledge Café is such an effective KM tool and shows how to design optimal café experiences and increase learning agility. The premium on knowledge and agility has never been greater. This book offers a technique for managing knowledge toward the greater good. Tips; templates; practical and relatable experiences; case studies; and examples of knowledge brokers, creators, and sharers across cultures are sprinkled throughout the book to show how the café interfaces with other KM techniques and in different work and project spaces.

The creation and management of knowledge has become a central concern to business and management, both as a source of value and as an opportunity to achieve and sustain competitive advantage. This new book brings together leading thinkers in the area of knowledge and innovation management in a state of the art collection of studies in this field.