Knowledge matters
著者
書誌事項
Knowledge matters
（Handbook on knowledge management / Clyde W. Holsapple (editor), v. 1）
Springer, c2004
2nd printing
- : pbk
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注記
Originally published in the series: International handbooks on information systems
Includes bibliographical references and index
内容説明・目次
内容説明
As the most comprehensive reference work dealing with knowledge management (KM), this work, consisting of 2 volumes, is essential for the library of every KM practitioner, researcher, and educator. Written by an international array of KM luminaries, its approx. 60 chapters approach knowledge management from a wide variety of perspectives ranging from classic foundations to cutting-edge thought, informative to provocative, theoretical to practical, historical to futuristic, human to technological, and operational to strategic. Novices and experts alike will refer to the authoritative and stimulating content again and again for years to come.
目次
I: Foundations of Knowledge Management.- 1 The Rise of the Knowledge Organization.- 2 Knowledge Managers: Who Are They and What Do They Do?.- 3 On Knowledge Work.- 4 Knowledge Fields: Some Post-9/11 Thoughts about the Knowledge-Based Theory of the Firm.- 5 The Knowledge Economy.- 6 A Knowledge Management Ontology.- II. Knowledge: A Key Organizational Resource.- 7 Knowledge and Competence as Strategic Assets.- 8 The Intellectual Capital of Nations.- 9 Knowledge and Its Attributes.- 10 Making Knowledge Visible through Knowledge Maps: Concepts, Elements, Cases.- 11 Organizational Memory.- 12 Organizational Culture as a Knowledge Resource.- 13 Does Accounting Account for Knowledge?.- 14 Knowledge Management in Action?.- III. Knowledge Processors and Processing.- 15 Agents, Artifacts, and Transformations: The Foundations of Knowledge Flows.- 16 Organizational Knowledge Acquisition.- 17 Problem Solving: A Knowledge Management Process.- 18 Knowledge Creation.- 19 Sensemaking Processes in Knowledge Management.- 20 Creating and Facilitating Communities of Practice.- 21 Knowledge Sharing Proficiencies: The Key to Knowledge Management.- 22 Business Process as Nexus of Knowledge.- 23 The Partnership between Organizational Learning and Knowledge Management.- IV. Influences on Knowledge Processing.- 24 Valuing Knowledge Management Behaviors: Linking KM Behaviors to Strategic Performance Measures.- 25 A Framework for Security, Control and Assurance of Knowledge Management Systems.- 26 Alternative Strategies for Leveraging the Knowledge Asset: A Framework for Managerial Decision-Making.- 27 The Leaders of Knowledge Initiatives: Qualifications, Roles, and Responsibilities.- 28 The 7 C's of Knowledge Leadership: Innovating our Future.- 29 Trust and Knowledge Management: The Seeds of Success.- 30 Why Knowledge Management Systems Fail: Enablers and Constraints of Knowledge Management in Human Enterprises.- 31 Identifying and Transferring Internal Best Practices.- 32 Strategic Knowledge Managing in the Context of Networks.- Keyword Index.
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