Is knowledge powerful? Do leaders and those aspiring really understand the importance and power of organizational knowledge? Can knowing accelerate one’s career journey, while not knowing disrupt success? Will leaders and organizations achieve their full potential and mission without leveraging organizational knowledge? This book is for leaders, aspiring leaders, professionals, students, performance improvement practitioners, and strategists regardless of industry. It provides a quick, clear, and concise guide for readers to understand organizational knowledge, create knowledge transfer plans, and leverage knowledge to lead from the front. Without knowledge, leaders and their organizations will eventually operationally perish. In this book, leaders will learn the power of the following: • Strategic knowledge • Knowledge related to organizational governance and structure • Creating knowledge plans and capturing and sharing knowledge • Leveraging organizational knowledge in integrating organizations and building teams • Knowledge in leadership decision making

When The Knowledge-Creating Company (OUP; nearly 40,000 copies sold) appeared, it was hailed as a landmark work in the field of knowledge management. Now, Enabling Knowledge Creation ventures even further into this all-important territory, showing how firms can generate and nurture ideas by using the concepts introduced in the first book. Weaving together lessons from such international leaders as Siemens, Unilever, Skandia, and Sony, along with their own first-hand consulting experiences, the authors introduce knowledge enabling--the overall set of organizational activities that promote knowledge creation--and demonstrate its power to transform an organization's knowledge into value-creating actions. They describe the five key "knowledge enablers" and outline what it takes to instill a knowledge vision, manage conversations, mobilize knowledge activists, create the right context for knowledge creation, and globalize local knowledge. The authors stress that knowledge creation must be more than the exclusive purview of one individual--or designated "knowledge" officer. Indeed, it demands new roles and responsibilities for everyone in the organization--from the elite in the executive suite to the frontline workers on the shop floor. Whether an activist, a caring expert, or a corporate epistemologist who focuses on the theory of knowledge itself, everyone in an organization has a vital role to play in making "care" an integral part of the everyday experience; in supporting, nurturing, and encouraging microcommunities of innovation and fun; and in creating a shared space where knowledge is created, exchanged, and used for sustained, competitive advantage. This much-anticipated sequel puts practical tools into the hands of managers and executives who are struggling to unleash the power of knowledge in their organization.

Market_Desc: · CEOs· HR Directors· Chief Knowledge Officers· Chief Learning Officers · Other Leaders Special Features: · Marshall Goldsmith a high-platform, high-profile name--Goldsmith is well-known in the business leadership community and his name will sell books· A best of the best contributor list--the book features leading authors in organizational learning, knowledge management and HR, including Jim Belasco, Margaret Wheatley, Beverly Kaye, Jon Katzenbach, Cal Wick and David Ulrich About The Book: Leading Organizational Learning shows readers how to locate, share, and use information more efficiently. It gives leaders the know-how to enhance organizational learning, developing and refining methods and practices that facilitate the flow of information into and within an organization. This is a best of the best collection from a global group of thought and industry leaders and will be an invaluable handbook for those leaders and managers who need to share information, learning, and knowledge to be successful.

For any organization to be successful, it must operate in such a manner that knowledge and information, human resources, and technology are continually taken into consideration and managed effectively. Business concepts are always present regardless of the field or industry – in education, government, healthcare, not-for-profit, engineering, hospitality/tourism, among others. Maintaining organizational awareness and a strategic frame of mind is critical to meeting goals, gaining competitive advantage, and ultimately ensuring sustainability. The Encyclopedia of Organizational Knowledge, Administration, and Technology is an inaugural five-volume publication that offers 193 completely new and previously unpublished articles authored by leading experts on the latest concepts, issues, challenges, innovations, and opportunities covering all aspects of modern organizations. Moreover, it is comprised of content that highlights major breakthroughs, discoveries, and authoritative research results as they pertain to all aspects of organizational growth and development including methodologies that can help companies thrive and analytical tools that assess an organization’s internal health and performance. Insights are offered in key topics such as organizational structure, strategic leadership, information technology management, and business analytics, among others. The knowledge compiled in this publication is designed for entrepreneurs, managers, executives, investors, economic analysts, computer engineers, software programmers, human resource departments, and other industry professionals seeking to understand the latest tools to emerge from this field and who are looking to incorporate them in their practice. Additionally, academicians, researchers, and students in fields that include but are not limited to business, management science, organizational development, entrepreneurship, sociology, corporate psychology, computer science, and information technology will benefit from the research compiled within this publication.

Your library already contains organizational knowledge—both in your employees and in your institution; this book will lead you towards guiding, fostering, and organizing that knowledge for improved organizational fitness.

Promoting organizational knowledge is an important consideration for any business looking toward the future. Understanding the dynamics of knowledge-intensive organizations is a crucial first step in establishing a strong knowledge base for any organization. Organizational Knowledge Dynamics: Managing Knowledge Creation, Acquisition, Sharing, and Transformation introduces the idea that organizational knowledge is composed of three knowledge fields: cognitive knowledge, emotional knowledge, and spiritual knowledge. This book is useful for graduate students, researchers, and practitioners in knowledge management, intellectual capital, human resources management, change management, and strategic management.

Get your organization's expertise out of its silos and make it flow-with lessons from over a decade of experience Looking at knowledge management in a holistic way, Mastering Organizational Knowledge Flow: How to Make Knowledge Sharing Work puts the proper emphasis on non-technical issues. As knowledge is deeply connected to humans, the author moves away from the often overused and therefore burned-out term "knowledge management" to the better-suited term "knowledge flow management." Provides lessons learned and case studies from real experience Discusses key knowledge flow components, success factors and traps, and where to start Covering topics such as the power of scaling, internal marketing, measuring success, cultural aspects of sharing, and the role of Web2.0, Mastering Organizational Knowledge Flow: How to Make Knowledge Sharing Work allows you to stay up-to-date with today's knowledge flow management, and implement best practices to position your organization to take advantage of all of its assets.

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.

"Sharing knowledge is power." If ever there were a field to which this applies, it is the knowledge management industry. And in today's highly-competitive, fast-paced business world, corporations, businesses and organizations in both the public and private sectors are constantly searching for new cutting-edge methods and techniques for creating, storing, capturing, managing, organizing, distributing, combining, and retrieving knowledge. But the task of accomplishing such functions is not as simple as it sounds. Jay Liebowitz's Building Organizational Intelligence: A Knowledge Management Primer gives executives, managers, systems analysts, and other knowledge-management professionals the competitive edge they need in achieving that task. In a concise and easy-to-read format, the book describes the concepts, techniques, methodologies, and tools associated with those functions, and includes mini-case studies and vignettes of how industry is developing and applying these functions towards building organizational intelligence. What's more, the book is packaged with a limited functionality version of "WisdomBuilder," the first in a family of knowledge-management tools that provide a fully integrated solution to the information management and analysis dilemma. Able to run under Windows 95, 98 and NT, "WisdomBuilder" solves the information overload problem by reducing the time and cost of extracting information and other research knowledge from disorganized repositories of heterogeneous data.

This book explores organizational knowledge and how it can be pragmatically exploited within many of today’s socio-technical-economic contexts. It provides both conceptual and empirical findings across different organizational contexts, addressing areas which have either been under-developed, such as power in relationship to knowledge, or require further examination, such as the role a more holistic, action-oriented view can contribute towards identifying and retaining expert knowledge within an organization, especially within digital environments. Further, it looks at how different perceptions, mental models, beliefs, and emotions (or lack of), as well as differing actions and behaviors, affect our abilities to detect hidden risks. This book will guide researchers in rendering the relationship between the managing of knowledge and the presence of risk more visible.