The mid-1990s saw the rise of an important movement: a recognition that organizational knowledge, in its various forms and attributes, could be an important source of competitive advantage in the marketplace. Knowledge management has become one of the core competencies in today's competitive
environment, where so much value in companies resides in their people, systems, and processes. Creating Value with Knowledge: Insights from the IBM Institute for Knowledge-based Organization examines a variety of important knowledge-related topics, some of which has been previously published in
such journals as the Harvard Business Review, the California Management Review, and the Sloan Management Review, such as the use of informal networks, communities of practice, the impact of knowledge on successful alliances, social capital and trust, narrative and storytelling and the use of human
intermediaries in the knowledge management process. It includes contributions from such leading thinkers as Lawrence Prusak, Dorothy Leonard, Eric Lesser, Rob Cross, and David Snowden. This book synthesizes some of the best thinking by the IBM Institute for Knowledge-Based Organizations, a think
tank whose research agenda focuses on the management methods for deriving tangible business value from knowledge management and their real-world application.
The mid-1990s saw the rise of an important movement: a recognition that organizational knowledge, in its various forms and attributes, could be an important source of competitive advantage in the marketplace. Knowledge management has become one of the core competencies in today's competitive
environment, where so much value in companies resides in their people, systems, and processes. Creating Value with Knowledge: Insights from the IBM Institute for Knowledge-based Organization examines a variety of important knowledge-related topics, some of which has been previously published in
such journals as the Harvard Business Review, the California Management Review, and the Sloan Management Review, such as the use of informal networks, communities of practice, the impact of knowledge on successful alliances, social capital and trust, narrative and storytelling and the use of human
intermediaries in the knowledge management process. It includes contributions from such leading thinkers as Lawrence Prusak, Dorothy Leonard, Eric Lesser, Rob Cross, and David Snowden. This book synthesizes some of the best thinking by the IBM Institute for Knowledge-Based Organizations, a think
tank whose research agenda focuses on the management methods for deriving tangible business value from knowledge management and their real-world application.
1: Laurence Prusak and Don Cohen: How to Invest in Social
Capital
2: Eric Lesser and Joseph Cothrel: Fast Friends - Virtuality and
Social Capital
3: Daniel Z. Levin, Rob Cross, Lisa C. Abrams, Eric L. Lesser:
Trust and Knowledge Sharing
4: Rob Cross, Nitin Nohria and Andrew Parker: Six Myths About
Informal Networks - and How to Overcome Them
5: Rob Cross, Andrew Parker, Laurence Prusak and Stephen P.
Borgatti: Knowing What We Know: Supporting Knowledge Creation and
Sharing in Social Networks
6: Rob Cross, Stephen P. Borgatti, and Andrew Parker: Making
Invisible Work Visible: Using Social Network Analysis to Support
Strategic Collaboration
7: Eric L. Lesser and John Storck: Communities of Practice and
Organizational Performance
8: Michael Fontaine: Keeping Communities of Practice Afloat:
Understanding and Fostering Roles in Communities
9: Eric Lesser and Michael Fontaine: Learning from the Connected
Customer: Enhancing Customer Web Sites With Community
10: Salvatore Parise and John C. Henderson: Knowledge Resource
Exchange in Strategic Alliances
11: Salvatore Parise and Lisa Sasson: Leveraging Knowledge
Management Across Strategic Alliances
12: Walter Swap, Dorothy Leonard, Mimi Shields, and Lisa Abrams:
Using Mentoring and Storytelling to Transfer Knowledge in the
Workplace
13: David Snowden: Narrative Patterns: The Perils and Possibilities
of Using Story in Organisations
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