Transfer and management of knowledge /
edited by Carolina Machado and J. Paulo Davim.
- London : Wiley, 2014.
- xiii, 317 pages: illustrations; 24 cm.
Includes index.
Chapter 1: The impact of knowledge hoarding on micro-firm learning network exchange -- Introduction -- Micro-firm learning networks and the pursuit of competitive advantage -- Building trust in a micro-firm learning network: the role of the knowledge facilitator -- The pursuit of shared knowledge across network boundaries -- Challenging the knowledge exchange assumption -- Knowledge hoarding and its impact on network exchange -- Observing knowledge exchange activity in action -- Micro-firm learning network: member interaction -- Barriers to knowledge exchange -- Initial knowledge release -- Information flow and the cycle of shared experience -- Seeking knowledge beyond the network boundary -- The role of the knowledge facilitator -- Visualizing the knowledge exchange dynamic in a micro-firm learning network -- Conclusion -- Chapter 2: Knowledge exchange in public-private partnerships: the case of ECH -- Characteristics of knowledge -- Knowledge networks and knowledge transfer -- Stakeholders in e-government -- Goals of the stakeholders -- eCH as a PPP -- The bussines case for eCH -- Specification artifacts -- Standardization in eCH -- Success and challenges -- Chapter 3: Talent development and learning challenges in CEE: the case of Poland -- Introduction -- Talent development and learning -- Transformational influences on management: from communism to capitalism -- Talent development challenges in polish context -- Conclusion-- Chapter 4: Knowledge sharing: social, cultural and structural enabling factors -- Introduction -- From managing stocks to managing flows: 15 years of KM -- Overcoming organizational barriers to knowledge sharing -- Final observations -- Chapter 5: Organizational trust and knowledge sharing in Portuguese Technological Enterprises -- Introduction -- Knowledge in organizations -- Knowledge sharing -- Organizational trust and its connection to knowledge -- Support practices for innovation and knowledge sharing -- Case study, sample, measures and data analysis -- Management implications -- Chapter 6: Organizational memory: a preliminary model based on insights from neuroscience -- The problem -- Organizational memory: an evolving concept -- A perspective on the human memory -- Organizationally distributed memory: a new model for organizational memory -- Organizational remembering in practice: evidence for the relevance of the proposed model -- Organizational memory dysfunctions: evidence from the literature -- Chapter 7: Delving down to learn up: knowledge management and health reforms -- Introduction -- Hospitals, complexity and hierarchy -- Realities of change management in the British NHS -- Discussion of findings -- Strength and limits of the findings -- Implications for further research -- Chapter 8: The knowledge spiral in communities of practice: using information technology for structuring the collectivized intelligence -- Introduction -- Context -- Visit to the literature -- Methodological procedure -- Pilot test -- Final remarks -- Chapter 9: Organizational learning, learning organization and knowledge creation and transmission: some reflections -- Introduction -- Organizational learning, learning organization and knowledge management: some concepts -- Learning organization and knowledge creation and management: divergent or convergent? -- Senge and Nonaka and Takeuchi's theories in learning and knowledge creation and transmission -- The roles of IT in the four conversion modes of the knowledge-creation model -- Final remarks
In present days more and more academics and practitioners are seeking to understand how organizations manage their knowledge and intellectual capital in order to obtain more effective competitive advantages. Taking into account these issues, and in order to answer the concerns expressed by these professionals, this book looks to help them to understand and implement in their organizations effective transfer and management of knowledge strategies. It looks for ways to understand and perceive how organizational HR, individually and as a team, conceptualize, invent, adapt, define and use this knowledge and intellectual capital. The book has a special interest in research on important issues that transcend the boundaries of single academic subjects and managerial functions. In a modern world, characterized by high levels of competition and complexity, only those organizations which can manage, efficiently, all their assets can survive. Among these the management of knowledge and intellectual assets is a recent and challenging process. Only with human talent organizations can survive. Conscious of these priorities, this book is of great relevance as it looks for ways to understand and perceive how organizational HR, individually and as a team, conceptualize, invent, adapt, define, transfer and use knowledge and intellectual capital. It is, also, very important and with positive implications to practitioners and academics, as it will contribute to a more effective advance and tool of communication in what concerns the understanding of key issues related to the knowledge management and intellectual capital in competitive organizations management all over the world.