Ebook Free Working Knowledge: How Organizations Manage What They KnowBy Thomas H. Davenport, Laurence Prusak
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Working Knowledge: How Organizations Manage What They KnowBy Thomas H. Davenport, Laurence Prusak
Ebook Free Working Knowledge: How Organizations Manage What They KnowBy Thomas H. Davenport, Laurence Prusak
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The definitive primer on knowledge management, this book will establish the enduring vocabulary and concepts and serve as the hands-on resource of choice for fast companies that recognize knowledge as the only sustainable source of competitive advantage. Drawing on their work with more than 30 knowledge-rich firms, the authors - experienced consultants with a track record of success-examine how all types of companies can effectively understand, analyze, measure, and manage their intellectual assets, turning corporate knowledge into market value. They consider such questions as: What key cultural and behavioral issues must managers address to use knowledge effectively? What are the best ways to incorporate technology into knowledge work? What does a successful knowledge project look like - and how do you know when it has succeeded? In the end, say the authors, the human qualities of knowledge - experience, intuition, and beliefs - are the most valuable and the most difficult to manage. Applying the insights of "Working Knowledge" is every manager's first step on that rewarding road to long-term success.
- Sales Rank: #1227477 in Books
- Published on: 1998-01-30
- Original language: English
- Number of items: 1
- Dimensions: 9.50" h x 6.50" w x 1.00" l, 1.13 pounds
- Binding: Hardcover
- 224 pages
Amazon.com Review
When new-car developers at Ford Motor Company wanted to learn why the original Taurus design team was so successful, no one could tell them. No one remembered or had recorded what made that effort so special; the knowledge gained in the Taurus project was lost forever. Indeed, the most valuable asset in any company is probably also its most elusive and difficult to manage: knowledge. Authors Thomas H. Davenport and Laurence Prusak assert that learning how to identify, manage, and foster knowledge is vital for companies who hope to compete in today's fast-moving global economy.
Working Knowledge examines how knowledge can be nurtured in organizations. Building trust throughout a company is the key to creating a knowledge-oriented corporate culture, a positive environment in which employees are encouraged to make decisions that are efficient, productive, and innovative. The book includes numerous examples of successful knowledge projects at companies such as British Petroleum, 3M, Mobil Oil, and Hewlett-Packard. Concise and clearly written, Working Knowledge is an excellent resource for managers who want to better harness the experience and wisdom within their organizations.
From Library Journal
Having consulted more than 30 companies involved in KM initiatives, the authors pack their book with information on successful projects and cover issues ranging from corporate culture and employee behavior, to the role of information technology in KM and how to measure a project's success. A practical and thorough approach makes this one of the best books for readers new to the topic.
Copyright 1999 Reed Business Information, Inc.
Review
"Davenport and Prusak provide much more than another treasure map to the knowledge-management fields...[they] offer impressive lodes of actions you can actually start on Monday morning." -- American Way, June 15, 1998
At the corporate level, knowledge is a key component of what has become known as intellectual capital, the intangible assets that give a company a sustainable advantage over less-savvy competitors. For an entire company--rather than just a handful of employees--to have knowledge, that information must be coordinated and made accessible. Thomas H. Davenport, a professor of information management at the University of Texas, Austin, and Laurence Prusak, IBM's competency leader in knowledge management, offer an elegantly simple overview of the "knowledge market" aimed at fulfilling that goal. Davenport and Prusak are also refreshingly candid about potential obstacles to effective knowledge management. -- Upside, Ron Hogan
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