This introductory level textbook critically reviews and analyses the key themes underpinning knowledge management in organisations. It presents the key debates in this area, including coverage of epistemologies of knowledge, managing and sharing knowledge, and learning and innovation.

First Published in 1997. The second in the readers' series, Resources for the Knowledge-Based Economy, Knowledge In Organisations gives an overview of how knowledge is valued and used in organisations. It gives readers excellent grounding in how best to understand the highest valued asset they have in their organisations.

The first in the readers' series called Resources for the Knowledge-Based Economy, Knowledge Management and Organizational Design is a unique compilation of articles and book excerpts that describe how the management of an organization shapes the levels of knowledge transfer, innovation and learning. The collection draws on fifty years of management thinking and presents key issues facing knowledge-intensive organizations. The selections are concise, clearly written and present a rich framework of examples drawn from real management experience. Arranged thematically, the chapters discuss decision-making, organization structure, innovation, strategic alliances, managing knowledge workers and power relations. Represented in this volume are the ideas of influential academics including the late economist Frederick Hayek and French sociologist Michael Crozier, as well as world-renowned management thinkers such as Harvard Business School Professor Rosabeth Moss Kanter and Charles Handy.

Successes and Failures of Knowledge Management highlights examples from across multiple industries, demonstrating where the practice has been implemented well—and not so well—so others can learn from these cases during their knowledge management journey. Knowledge management deals with how best to leverage knowledge both internally and externally in organizations to improve decision-making and facilitate knowledge capture and sharing. It is a critical part of an organization's fabric, and can be used to increase innovation, improve organizational internal and external effectiveness, build the institutional memory, and enhance organizational agility. Starting by establishing KM processes, measures, and metrics, the book highlights ways to be successful in knowledge management institutionalization through learning from sample mistakes and successes. Whether an organization is already implementing KM or has been reluctant to do so, the ideas presented will stimulate the application of knowledge management as part of a human capital strategy in any organization. - Provides keen insights for knowledge management practitioners and educators - Conveys KM lessons learned through both successes and failures - Includes straightforward, jargon-free case studies and research developed by the leading KM researchers and practitioners across industries

Although there are numerous publications in the field of knowledge management (KM), there are still gaps in the literature regarding the aspects of KM that reflect new technology adoption and a deeper analysis discussing the interlinked process between KM and data analytics in business process improvement. It is essential for business leaders to understand the role and responsibilities of leaders for the adoption and consolidation of a KM system that is effective and profitable. Understanding, Implementing, and Evaluating Knowledge Management in Business Settings provides a comprehensive approach to KM concepts and practices in corporations and business organizations. Covering topics such as information overload, knowledge sharing adoption, and collective wisdom, this premier reference source is a comprehensive and essential resource for business executives, managers, IT specialists and consultants, libraries, students, entrepreneurs, researchers, and academicians.

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.

The third in the readers series Resources for the Knowledge-Based Economy, Knowledge Management Tools analyzes the use of knowledge management tools in the past, present and future. It helps managers and companies utilize what they know. The selections in this volume were carefully chosen to represent the strengths and weaknesses, and pros and cons of using technology to support knowledge-based activities. They acknowledge that, although tools alone are not the answer to the difficult questions surrounding knowledge management, if utilized effectively tools can open up new realms of innovation and efficiency for today's knowledge-driven businesses.

The KM Cookbook serves up a menu of success stories and strategies for organizations wanting to know more about Knowledge Management Standard ISO30401 – whether they intend to pursue certification, or simply seek to use it as a framework to review their existing programme and strategy. The arrival of an internationally agreed standard and vocabulary, imbues fresh professional credibility to the field of Knowledge Management. Moving it on from a street food market of disparate approaches, it provides knowledge managers with a brand-new kitchen, and a moment during which they can pause and consider the service that they provide to their organisations. The KM Cookbook uses the metaphor of the restaurant, its cuisine, owner, chef, staff, ingredients, menu-planners, customers – and a restaurant critic, to serve up ISO 30401 on a plate for the readers. The second half of the book illustrates aspects of the standard by exploring sixteen different examples of KM in practice around the world, through the reflections of their own ‘KM chefs’. Case studies include: General Electric, World Bank, USAID, Schlumberger, PROCERGS, Médecins Sans Frontières, Transport for London, International Olympic Committee, TechnipFMC, Linklaters, Syngenta, Defence Science & Technology Laboratory, Financial Conduct Authority, Petroleum Development Oman, Saudi Aramco and MAPNA. This book will be invaluable for CKOs, CIOs, CEOs and knowledge and information managers seeking to gain professional recognition for their function and to review their approach within a new framework.

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.

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.