There is a new edition of this book available Knowledge Management in Theory and Practice, 4ee.

Knowledge Management in Theory and Practice, 3e

by Dalkir

ISBN: 9780262364379 | Copyright 2017

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The ability to manage knowledge has become increasingly important in today's knowledge economy. Knowledge is considered a valuable commodity, embedded in products and in the tacit knowledge of highly mobile individual employees. Knowledge management (KM) represents a deliberate and systematic approach to cultivating and sharing an organization's knowledge base. This textbook and professional reference offers a comprehensive overview of the field. Drawing on ideas, tools, and techniques from such disciplines as sociology, cognitive science, organizational behavior, and information science, it describes KM theory and practice at the individual, community, and organizational levels. Chapters cover such topics as tacit and explicit knowledge, theoretical modeling of KM, the KM cycle from knowledge capture to knowledge use, KM tools, KM assessment, and KM professionals.

This third edition has been completely revised and updated to reflect advances in the dynamic and emerging field of KM. The specific changes include extended treatment of tacit knowledge; integration of such newer technologies as social media, visualization, mobile technologies, and crowdsourcing; a new chapter on knowledge continuity, with key criteria for identifying knowledge at risk; material on how to identify, document, validate, share, and implement lessons learned and best practices; the addition of new categories of KM jobs; and a new emphasis on the role of KM in innovation. Supplementary materials for instructors are available online.

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Contents (pg. v)
1 Introduction to Knowledge Management (pg. 1)
Learning Objectives (pg. 1)
Introduction (pg. 2)
What Is Knowledge Management? (pg. 5)
History of Knowledge Management (pg. 15)
Why Is KM Important Today? (pg. 25)
Key Points (pg. 30)
Discussion Points (pg. 31)
Notes (pg. 31)
References (pg. 31)
2 Knowledge Management Processes (pg. 37)
Learning Objectives (pg. 37)
Introduction (pg. 38)
Major Approaches to the KM Cycle (pg. 39)
Strategic Implications of the KM Cycle (pg. 64)
Practical Considerations for Managing Knowledge (pg. 66)
Key Points (pg. 67)
Discussion Points (pg. 67)
References (pg. 67)
3 Knowledge Management Models (pg. 69)
Learning Objectives (pg. 69)
Introduction (pg. 69)
Major Theoretical KM Models (pg. 72)
Strategic Implications of KM Models (pg. 109)
Practical Implications of KM Models (pg. 110)
Key Points (pg. 110)
Discussion Points (pg. 111)
References (pg. 113)
4 Knowledge Capture and Codification (pg. 117)
Learning Objectives (pg. 117)
Introduction (pg. 118)
Tacit Knowledge Capture (pg. 121)
Explicit Knowledge Codification (pg. 146)
Strategic Implications of Knowledge Capture and Codification (pg. 157)
Practical Implications of Knowledge Capture and Codification (pg. 158)
Key Points (pg. 159)
Discussion Points (pg. 160)
Notes (pg. 160)
References (pg. 160)
5 Knowledge Sharing (pg. 165)
Learning Objectives (pg. 165)
Introduction (pg. 166)
The Social Nature of Knowledge (pg. 171)
Knowledge Networks (pg. 173)
Sociograms and Social Network Analysis (pg. 176)
Knowledge-Sharing Communities (pg. 182)
Types of Communities (pg. 184)
Obstacles to Knowledge Sharing (pg. 198)
Organizational Learning and Social Capital (pg. 200)
Strategic Implications of Knowledge Sharing (pg. 203)
Practical Implications of Knowledge Sharing (pg. 205)
Key Points (pg. 205)
Discussion Points (pg. 206)
Notes (pg. 207)
References (pg. 207)
6 Finding Knowledge (pg. 213)
Learning Objectives (pg. 213)
Introduction (pg. 214)
Knowledge Application at the Individual Level (pg. 217)
Knowledge Application at the Group and Organizational Levels (pg. 234)
Real World Applications of KM (pg. 241)
Strategic Implications of Knowledge Application (pg. 244)
Practical Implications of Knowledge Application (pg. 245)
Key Points (pg. 250)
Discussion Points (pg. 250)
References (pg. 251)
7 Organizational Culture (pg. 255)
Learning Objectives (pg. 255)
Introduction (pg. 256)
Different Types of Cultures (pg. 259)
Organizational Culture Analysis (pg. 261)
Culture at the Foundation of KM (pg. 264)
Transformation to a Knowledge-Sharing Culture (pg. 269)
Strategic Implications of Organizational Culture (pg. 276)
Practical Implications of Organizational Culture (pg. 277)
Key Points (pg. 279)
Discussion Points (pg. 279)
References (pg. 280)
8 Knowledge Management Tools (pg. 283)
Learning Objectives (pg. 283)
Introduction (pg. 284)
Knowledge Capture and Creation Tools (pg. 286)
Visualization Tools and Knowledge Maps (pg. 293)
Knowledge Sharing and Dissemination Tools (pg. 298)
Knowledge Acquisition and Application Tools (pg. 312)
Strategic Implications of KM Tools (pg. 319)
Practical Implications of KM Tools (pg. 320)
Key Points (pg. 320)
Discussion Points (pg. 320)
Notes (pg. 321)
References (pg. 322)
9 Knowledge Management Strategy and Planning (pg. 327)
Learning Objectives (pg. 327)
Introduction (pg. 328)
Developing a Knowledge Management Strategy (pg. 332)
Organizational Maturity Models (pg. 339)
Gap Analysis (pg. 348)
The KM Strategy Road Map (pg. 351)
Balancing Innovation and Organizational Structure (pg. 352)
Types of Knowledge Assets Produced (pg. 356)
The Role of Leadership and Different KM Leadership Styles (pg. 359)
Key Points (pg. 360)
Discussion Points (pg. 360)
References (pg. 361)
10 Evaluating Knowledge Management (pg. 365)
Learning Objectives (pg. 365)
Introduction (pg. 365)
KM Return on Investment (ROI) and Metrics (pg. 370)
Measuring the Success of Knowledge Networks (pg. 383)
Key Points (pg. 386)
Discussion Points (pg. 386)
Notes (pg. 387)
References (pg. 387)
11 Organizational Learning and Organizational Memory (pg. 391)
Learning Objectives (pg. 391)
Introduction (pg. 392)
How Do Organizations Learn and Remember? (pg. 393)
The Management of Organizational Memory (pg. 397)
Organizational Learning (pg. 400)
Organizational Learning and Organizational Memory Models (pg. 415)
Key Points (pg. 421)
Discussion Points (pg. 421)
Notes (pg. 423)
References (pg. 423)
12 Knowledge Continuity Management (pg. 427)
Learning Objectives (pg. 427)
Introduction (pg. 428)
Knowledge Continuity Management Process (pg. 431)
A Three-Tiered Approach to Knowledge Continuity (pg. 441)
Intergenerational Knowledge Transfer (pg. 445)
Success Factors for Knowledge Continuity Management (pg. 449)
Challenges for Knowledge Continuity Management (pg. 452)
Concluding Thought (pg. 453)
Key Points (pg. 454)
Discussion Points (pg. 455)
Notes (pg. 455)
References (pg. 455)
13 The Knowledge Management Team (pg. 459)
Learning Objectives (pg. 459)
Introduction (pg. 460)
Major Categories of KM Roles (pg. 464)
KM Roles and Responsibilities within Organizations (pg. 470)
The KM Profession (pg. 473)
Key Points (pg. 480)
Discussion Points (pg. 481)
Notes (pg. 481)
References (pg. 482)
14 Future Challenges for Knowledge Management (pg. 485)
Learning Objectives (pg. 485)
Introduction (pg. 486)
Intellectual Property Issues (pg. 488)
How to Provide Incentives for Knowledge Sharing (pg. 489)
Additional Challenges for KM (pg. 493)
KM and Innovation (pg. 494)
What’s Next? (pg. 496)
Concluding Thought (pg. 497)
Key Points (pg. 498)
Discussion Points (pg. 499)
Notes (pg. 499)
References (pg. 500)
15 Knowledge Management Resources (pg. 503)
The Classics (pg. 503)
General KM Books (pg. 505)
KM for Specific Disciplines (pg. 505)
International KM (pg. 506)
KM Journals (pg. 507)
Key Conferences (pg. 507)
Key Websites (pg. 508)
KM Glossaries (pg. 508)
KM Case Studies (pg. 509)
KM Wikis (pg. 509)
KM Blogs (pg. 509)
Visual Resources (pg. 510)
Educational KM Sites (pg. 510)
Some Useful Tools (pg. 510)
Glossary (pg. 513)
Index (pg. 529)

Kimiz Dalkir

Kimiz Dalkir is Associate Professor at McGill University’s Graduate School of Information and Library Studies. A practitioner in the field for seventeen years, she has advised more than twenty companies on the design, development, and evaluation of knowledge-based systems.

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