Research Catalog

Title

Knowledge management in organizations : a critical introduction / Donald Hislop, Rachelle Bosua, and Remko Helms.

Author

Hislop, Donald,

Publication

• Oxford : Oxford University Press, [2018]
• ©2018

Supplementary Content

Companion website

Items in the Library & Off-site

Holdings

Details

Additional Authors

• Bosua, Rachelle,
• Helms, Remko,

Description

xxi, 321 pages : illustrations; 25 cm

Summary

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.

Subject

• Australian
• Knowledge management
• Unternehmen
• Wissensmanagement

Note

• Previous edition: 2013.

Bibliography (note)

• Includes bibliographical references and index.

Contents

• Machine generated contents note: 1. The Contemporary Importance of Knowledge and Knowledge Management -- Introduction -- Key assumptions in the knowledge management literature -- The knowledge society concept and its links to Bell's post-industrial society concept -- A critical evaluation of the knowledge society concept -- Aims, philosophy, and structure -- Review and Discussion Questions -- Suggestions for Further Reading -- pt. 1 Epistemologies of Knowledge in the Knowledge Management Literature -- 2. The Objectivist Perspective on Knowledge -- Introduction -- Objectivist perspectives on knowledge -- The knowledge-based theory of the firm -- Typologies of knowledge -- Tacit and explicit knowledge -- Individual-group knowledge -- An objectivist perspective on the sharing and management of knowledge -- Conduit model of knowledge sharing -- Knowledge management processes -- Conclusion.
• Note continued: Case study Factors shaping the successful transfer of knowledge within an MNC an objectivist analysis -- Review and Discussion Questions -- Suggestions for Further Reading -- 3. The Practice-Based Perspective on Knowledge -- Introduction -- Features of a practice-based perspective on knowledge -- The embeddedness of knowledge in practice -- Knowledge as multidimensional and non-dichotomous -- Knowledge is embodied -- The socially constructed and culturally embedded nature of knowledge -- The contestable nature of knowledge -- A practice-based perspective on the management and sharing of knowledge -- Conclusion -- Case study The collective knowledgeability of care: a case study of an Italian care home -- Review and Discussion Questions -- Suggestions for Further Reading -- pt. 2 An Introduction to Key Concepts -- 4. What is Knowledge Management? -- Introduction -- What is knowledge management?
• Note continued: Factors influencing organizational approaches to knowledge management -- Conceptualizing the diversity of knowledge management approaches -- Knowledge strategy frameworks -- Von Krogh et al. (2001): leveraging, expanding, appropriating, and probing -- Kim et al. (2014): internal and external codification, internal and external personalization -- Knowledge management strategy frameworks -- Hansen et al.'s (1999) codification versus personalization framework -- Alvesson and Karreman's (2001) four knowledge management approaches -- Conclusion -- Case study Centralizing knowledge management: McKinsey's Knowledge Network -- Review and Discussion Questions -- Suggestions for Further Reading -- 5. Knowledge-Intensive Firms and Knowledge Workers -- Introduction -- The knowledge economy and the growing importance of knowledge-intensive firms and knowledge workers -- Defining and characterizing knowledge-intensive firms.
• Note continued: Defining knowledge workers: the professional knowledge work perspective -- Defining knowledge workers: the `all work is knowledge work' perspective -- Knowledge work and ambiguity -- Knowledge and knowledge processes in knowledge-intensive firms -- Knowledge workers, intellectual capital, and innovation -- Knowledge creation -- Knowledge integration/application -- Social capital, knowledge workers, and knowledge-intensive firms -- The willingness of knowledge workers to participate in knowledge processes: contrasting perspectives -- Knowledge workers: the ideal employee? -- Factors inhibiting knowledge workers' work efforts and knowledge management activities -- Conclusion -- Case study The linkages between learning orientation, knowledge assets, and HR practices in professional service firms -- Review and Discussion Questions -- Suggestions for Further Reading -- pt. 3 Innovation, Knowledge Creation, and Unlearning.
• Note continued: 6. Learning and Knowledge Management -- Introduction -- The heterogeneity of learning -- Characterizing learning in organizations -- Learning mechanisms and processes -- The dynamics of organizational learning -- The learning organization: emancipation or exploitation? -- The learning organization: the advocates' vision -- The learning organization: the pessimists' or sceptics' perspective -- Conclusion -- Case study The role of time and discontinuities in shaping the complex dynamics of organizational learning -- Review and Discussion Questions -- Suggestions for Further Reading -- 7. Innovation and Knowledge Processes -- Introduction -- The scope and evolution of Nonaka's knowledge creation theory -- The epistemology of knowledge creation theory -- SECI and knowledge creation/conversion -- Ba -- The critique of Nonaka's knowledge creation theory -- Innovation, knowledge processes, and absorptive capacity -- Conclusion.
• Note continued: Case study Knowledge creation, absorptive capacity, and product innovativeness -- Review and Discussion Questions -- Suggestions for Further Reading -- 8. Unlearning, Knowledge Loss, and the Protection of Knowledge -- Introduction -- Unlearning and forgetting in organizational contexts -- Unlearning as a type of deliberate forgetting -- Unlearning, learning, and change -- Antecedents of unlearning -- Individual-level antecedents of unlearning -- Organizational-level antecedents of unlearning -- Knowledge leakage -- Leakage from tacit and explicit knowledge perspectives -- Knowledge protection -- Conclusion -- Case study The impact of team reflexivity and stress on unlearning and innovation in new product development teams -- Review and Discussion Questions -- Suggestions for Further Reading -- pt. 4 Introduction to ICTs and Knowledge Management -- Inseparability of knowledge management and computer-based technology.
• Note continued: Linking knowledge management and ICTs -- 9. Objectivist Perspectives on ICTs and Knowledge Management -- Introduction -- Objectivist perspective on ICT-enabled knowledge management -- Epistemological assumptions and ICTs -- Three ICT-enabled knowledge management approaches based on the objectivist perspective -- Repository-based approach to ICT-based knowledge management -- Process and domain knowledge model approach to ICT-based knowledge management -- Sensor-based approach to ICT-based knowledge management -- Critical reflection of objectivist approaches on ICTs and knowledge management -- Conclusion -- Case study Wiki as tool to share knowledge in an SME -- Review and Discussion Questions -- Suggestions for Further Reading -- 10. Practice-Based Perspectives on ICT-Enabled Knowledge Management -- Introduction -- Epistemological assumptions and ICTs -- Practice-based perspectives on knowledge and the three roles for ICTs in knowledge management.
• Note continued: Network-based approach to ICT-based knowledge management -- Collaboration tools to facilitate ICT-based communication and knowledge sharing -- Crowd-based approach to ICT-based knowledge management -- Conclusion -- Case study Yammer at Deloitte Australia -- Review and Discussion Questions -- Suggestions for Further Reading -- pt. 5 Socio-cultural Issues Related to Managing and Sharing Knowledge -- 11. The Influence of Socio-cultural Factors in Motivating Workers to Participate in Knowledge Management Initiatives -- Introduction -- The share/hoard dilemma -- The context of the employment relationship: employer-employee relations in business organizations -- The ubiquity of conflict in business organizations and its impact on knowledge processes -- Inter-personal trust -- Group identity -- National culture -- Personality -- Conclusion -- Case study ParcelCo: a case study of factors inhibiting knowledge sharing -- Review and Discussion Questions.
• Note continued: Suggestions for Further Reading -- 12.Communities of Practice -- Introduction -- Defining communities of practice -- Communities of practice: origins, features, and dynamics -- Communities of practice and intra-community knowledge processes -- Types of communities of practice -- Online communities -- Managing communities of practice -- Visualizing and analysing communities of practice: social network analysis -- Critical perspectives on communities of practice -- Power, conflict, and the internal dynamics of communities -- Blinkered and inward-looking communities -- Conclusion -- Case study Communities of practice as means to implement agile software development at Ericsson -- Review and Discussion Questions -- Suggestions for Further Reading -- 13. Boundary-Spanning Knowledge Processes in Heterogeneous Collaborations -- Introduction -- The significance of boundary-spanning collaboration -- Characterizing boundary-spanning knowledge processes.
• Note continued: Identity -- Knowledge -- Identity, knowledge, trust, and social relations -- A classification of boundary types -- Facilitating/managing knowledge between communities -- Relationship management -- Boundary objects -- Conclusion -- Case study Cross-functional knowledge sharing in R & D via co-location: the case of Novartis -- Review and Discussion Questions -- Suggestions for Further Reading -- 14. Power, Politics, Conflict, and Knowledge Processes -- Introduction -- Two perspectives on power and the power/knowledge relationship -- Power as a resource and the critical discourse on knowledge management -- Theorizing power and power/knowledge relations -- Linking power and knowledge to conflict and politics -- The critical discourse on knowledge management and the inevitability of power and conflict in business organizations -- Power/knowledge and the dialogical discourse on knowledge management -- Conceptualizing power/knowledge.
• Note continued: Discourse, power/knowledge, and the legitimation of truth claims -- Power/knowledge and conflict across organizational boundaries -- Conclusion -- Case study Power matters: the importance of Foucault's power/knowledge in knowledge management research -- Review and Discussion Questions -- Suggestions for Further Reading -- pt. 6 The Management of Knowledge Work (and Workers) -- 15. Facilitating Knowledge Management via the Use of Human Resource Management Practices -- Introduction -- Why HRM practices are important to knowledge management -- HRM practices and knowledge management -- Recruitment and selection -- Job design -- Training -- Coaching and mentoring -- Reward and performance appraisal -- HRM, staff retention, and knowledge management -- Conclusion -- Case study Rethinking the role of HRM practices in facilitating knowledge exchange: a case study of CERN, a knowledge-intensive organization -- Review and Discussion Questions.
• Note continued: Suggestions for Further Reading -- 16. Leadership, Organization Culture Management, and Knowledge Management -- Introduction -- The impact of organizational culture on knowledge management activities -- Creating and managing an organizational culture to support knowledge management activities -- The conceptualization of leadership in the academic business and management literature -- Knowledge management and leadership -- Conclusion -- Case study The impact of organizational culture on knowledge sharing: the case of Danisco -- Review and Discussion Questions -- Suggestions for Further Reading.

ISBN

• 9780198724018
• 0198724012

LCCN

• 2018931540
• 60002248738

Owning Institutions

Columbia University Libraries