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The strategic knowledge management handbook : driving business results by making tacit knowledge explicit / Arun Hariharan ; foreword by Peter A.C. Smith.
- Format:
- Book
- Author/Creator:
- Hariharan, Arun, author.
- Language:
- English
- Subjects (All):
- Knowledge management.
- Strategic planning.
- Physical Description:
- 1 online resource (169 pages)
- Place of Publication:
- Milwaukee, Wisconsin : ASQ Quality Press, [2015]
- Summary:
- The primary purpose of this book is to enable you to implement a strategic KM program in your business and derive business results from it. The contents of this book are relevant to any business--manufacturing or service, and also in education, not-for-profit, government, and other types of organizations.This book is written for business leaders and executives. It is particularly addressed to CEOs and senior management to help them understand how they can use KM as a strategy to achieve their business objectives. For KM professionals, the objective of this book is to help them to implement KM with real business results.While this book talks about various concepts related to KM, everything contained in the book is based on first-hand experience of helping the implementation of these concepts at several companies with significant business results, including some Most Admired Knowledge Enterprise (MAKE) award winners. The book largely tells its story through real examples.
- Contents:
- Intro
- Title page
- CIP data
- Contents
- Figures and tables
- Foreword
- Preface
- Chapter 1_Knowledge Management is Fun
- Introduction
- Data, Information, Knowledge, Wisdom
- Business Example
- Application and Results
- Chapter 2_Knowledge Management: Strategy, Not Technology
- If Only We Knew What We Know
- What Is Knowledge Management?
- Business Strategy: Both the Starting Point and the Objective
- Strategic Steps in Knowledge Management
- What it Takes to Make Knowledge Management Work
- Motivating Knowledge Performance
- Creating a Culture of Knowledge Sharing and Reuse Rather than Knowledge Hoarding
- Measuring the Results of Knowledge Management
- Conclusion
- Chapter 3_Knowledge Management Processes: The Best Practice Funnel
- Results of Robust KM Processes at BA Services
- KM Processes at BA Services
- Scenario 1: Knowledge Sharing
- The Knowledge Sharing Process
- The Knowledge Portal
- Other Knowledge Categories and Processes for External Knowledge
- The Knowledge Submission and Approval Process
- Knowledge Sharing Culture and Motivation
- Results of the Knowledge Sharing Process
- Scenario 2: Knowledge Replication
- The Knowledge Replication Process
- Results of the Knowledge Replication Process
- Process for Capturing New Knowledge Added During Replication
- Knowledge Replication Culture and Motivation
- Incorporating Knowledge Submissions into Standard Business Processes
- The Four Pillars of Knowledge Management
- Sharing Experiences with Other Organizations
- Relevance to Your Company
- Chapter 4_360-Degree Knowledge Management
- Communities of Experts and Knowledge Champions
- The First Three How Questions Have Been Answered
- The 360-Degree Knowledge Management Model
- The Six Dimensions of 360-Degree Knowledge Management.
- Balancing Relevance and Content Quality with Culture Building
- Establish Standard KM Processes
- Role of Technology in 360-Degree KM
- Chapter 5_Ideas, Innovation, and Knowledge Management
- A Shaky Start
- A Process for Ideas and Innovation-At Two Levels
- Innovation Process for Large Business Ideas
- Continuous Process for Innovation
- Will Ideas Dry Up?
- Your Company Culture Can Either Encourage or Kill Innovation
- The Impact on People and Morale
- Chapter 6_Critical Success Factors for Knowledge Management
- 17 Challenges-How to Overcome Them and Get Real Business Results from KM
- Chapter 7_The Seven Enablers to KM: Knowledge Management at BA Services-A Case Study
- What Knowledge Management Means to the Company
- Why the Company Embarked on a Formal KM Program
- Key Enablers of KM at BA
- Measuring the Impact or Results of KM
- Critical Factors Responsible for the Institutionalization of KM
- Chapter 8_How to Build a Great Knowledge Management Portal
- Case Examples
- Who is the Customer of the KM Portal?
- Keep it Simple for the User
- How Your Portal Can Enable You to Implement the 360-Degree Knowledge Management Model
- The Role of the KM Portal in Enabling 360-Degree KM
- How KM Really Works
- Indicative KM Portal Functional Specifications
- A Note for Technology Vendors and KM Practitioners
- Chapter 9_360-Degree Knowledge Management and the Balanced Scorecard
- The 360-Degree Knowledge Management Model-Recap
- How the Balanced Scorecard Helps 360-Degree KM
- How 360-Degree KM Helps Your Balanced Scorecard Initiative
- Synergy Not Limited to the 'Learning and Growth' Perspective
- Do Not Lose Focus
- Chapter 10_Knowledge Management and Quality
- How KM Can Help Quality
- How Quality Can Help KM.
- Chapter 11_A Word to the CKO
- Chapter 12_A Word to Business Leaders
- Chapter 13_Knowledge Management in Government
- The Opportunity
- The Challenges and Solutions
- Chapter 14_Summing It All Up: The Strategic Knowledge Management Framework
- Differences Between KM as a Strategy and a Technology Only Approach
- The Strategic Knowledge Management Framework
- Chapter 15_Call to Action
- References
- About the Author
- Index.
- Notes:
- Includes bibliographical references and index.
- Description based on publisher supplied metadata and other sources.
- Description based on print version record.
- Other Format:
- Print version: Hariharan, Arun The Strategic Knowledge Management Handbook
- ISBN:
- 9781636940878
- OCLC:
- 1356007550
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