Working knowledge : how organizations manage what they know

Author(s)

Bibliographic Information

Working knowledge : how organizations manage what they know

Thomas H. Davenport, Laurence Prusak

Harvard Business School Press, 2000

  • : pbk

Other Title

ワーキング・ナレッジ : 「知」を活かす経営

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Note

First published in 1998 in hardcover

Includes bibliographical references (p. 179-187) and index

Description and Table of Contents

Description

This influential book establishes the enduring vocabulary and concepts in the burgeoning field of knowledge management. It serves as the hands-on resource of choice for companies that recognize knowledge as the only sustainable source of competitive advantage going forward. Drawing from their work with more than thirty knowledge-rich firms, Davenport and Prusak--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 wisdom into market value. They categorize knowledge work into four sequential activities--accessing, generating, embedding, and transferring--and look at the key skills, techniques, and processes of each. While they present a practical approach to cataloging and storing knowledge so that employees can easily leverage it throughout the firm, the authors caution readers on the limits of communications and information technology in managing intellectual capital.

Table of Contents

Acknowledgments Introduction 1. What Do We Talk about When We Talk about Knowledge 2. The Promise and Challenge of Knowledge Management 3. Knowledge Generation 4. Knowledge Codification and Coordination 5. Knowledge Transfer 6. Knowledge Roles: The Chief Knowledge Officer and Beyond 7. Technologies for Knowledge Management 8 Knowledge Management Projects in Practice 9. The Pragmatics of Knowledge Management Notes Index About the Authors

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