Personal Knowledge Capital
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Personal Knowledge Management
Author: Dr David J Pauleen
language: en
Publisher: Gower Publishing, Ltd.
Release Date: 2012-08-28
Individuals need to survive and grow in changing and sometimes turbulent organizational environments, while organizations and societies want individuals to have the knowledge, skills and abilities that will enable them to prosper and thrive. Personal Knowledge Management (PKM) is a means of coping with complex environmental changes and developments: it is a form of sophisticated career and life management. Personal Knowledge Management is an evolving concept that focuses on the importance of individual growth and learning as much as on the technology and management processes traditionally associated with organizational knowledge management. This book looks at the emergence of PKM from a multi-disciplinary perspective, and its contributors reflect the diverse fields of study that touch upon it. Relatively little research or major conceptual development has so far been focused on PKM, but already significant questions are being asked, such as 'is there an inherent conflict between personal and organizational knowledge management and how best do we harmonize individual and organizational goals?' This book will inform, stimulate and challenge every reader. By delving both deeply and broadly into its subject, the distinguished authors help all those concerned with 'knowledge work' and 'knowledge workers' to see how PKM supports and affects individuals, organizations and society as a whole; to better understand the concepts involved and to benefit from relevant research in this important area.
Intercultural Knowledge Management
Inhaltsangabe:Abstract: It was in the mid 1990 s, when the world of business has recognized the importance of continuous innovations and intensive knowledge sharing. New management concepts such as performance, innovation and knowledge management increasingly emerged. This will undoubtedly determine the future success or failure of multinational enterprises, facing unpredictable market situations. Since business has moved towards a knowledge-driven economy, innovation and new knowledge creation become key factors for success within any industry. With the rise of the web and multimedia technologies, companies have become able to capture, store, organize, share and apply an enormous amount of information. Nowadays, important knowledge and expertise, which was captured in the heads of the employees in former times, should be attainable at any time and any place around the world. But is it like that in reality? First of all knowledge management is a social process between individuals committed to constantly communicate explicit knowledge. Successful knowledge sharing can not be based on technical instruments and databases. It is more a question of corporate culture. Successful and effective knowledge sharing can only be realized by people with a great corporate understanding, values, culture and leadership in order to avoid a culture of knowledge hoarding among the different departments or business units. In intercultural context knowledge has got more dimensions and it is more subtle. People from different cultural background are shaped by different understandings of knowledge and it s communication. Because of that the approach for an effective intercultural knowledge management effort has be observed from different point of views. Only a very sensitive approach with the intention of deeply embedding it into the long term strategy of the company can guarantee lastingly success. Today s multinational enterprises face new challenges. Since the beginning of the Internet Revolution in the early 1990s geographical barriers have become more or less unimportant. At the same time the globalisation process has moved on and international markets have been more and more deregulated. As a consequence international trade and business multiplied world-wide. The time to market for new products decreased while the need to respond to new market conditions quickly increased. The main sources of competitive advantage - efficiency and quality are replaced by [...]
Knowledge Management Handbook
Many organizations are now realizing that their competitive edge lies mostly in the brainpower-the intellectual capital-of their employees and management. To stay ahead of the pack, companies must leverage their knowledge, internally and externally. But it is not enough to develop lessons-learned databases. Experts now believe the current savior of organizations is knowledge management-the conceptualization, review, consolidation, and action phases of creating, securing, combining, coordinating, and retrieving knowledge-in short, the process of creating value from an organization's intangible assets. Jay Liebowitz, one of the leading knowledge management and expert systems authorities in the world, brings together over thirty articles contributed by the top researchers and practitioners to produce what seems destined to become the key reference for this emerging field. With it you will find: How to create a knowledge-sharing environment How senior executives can show tangible benefits using methods that value the intellectual capital-especially the "human capital" within the organization How knowledge management is not the same as information management How senior management commitment and involvement are essential to the success of a knowledge management system