Knowledge leadership : the art and science of the knowledge-based organization
著者
書誌事項
Knowledge leadership : the art and science of the knowledge-based organization
Elsevier Butterworth-Heinemann , KMCI Press, c2005
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注記
Includes bibliographical references and index
内容説明・目次
内容説明
In Knowledge Leadership, Cavaleri and Seivert describe the dawning of a new era in which individuals are "leading" rather than "managing" knowledge. In the past, many knowledge-based initiatives have failed because leaders underestimated the powerful link between knowledge and performance improvement - and also because they mistakenly thought that "information" was the same as knowledge. Cavaleri and Seivert claim that, while information is a necessary precursor to knowledge, it is not sufficient in itself for improving business performance.
The authors describe notable organizations that use the pragmatic knowledge strategies they describe to gain competitive advantage. Pragmatic knowledge is the result of individuals' developing a deeper understanding of how (and why) things work best in practice. The process of creating pragmatic knowledge transforms key lessons from systems thinking, total quality management, and organization learning into a powerful new business strategy.
To help readers apply the concepts and tools in this book, Cavaleri and Seivert draw on case examples and a decade of original cross-cultural research about knowledge leadership. They also invite readers to use The Knowledge Bias Profile to discover their knowledge leadership style. The book systematically outlines a user-friendly strategy for becoming a knowledge leader and for building high-performing, knowledge-based organizations.
目次
Part I. Why Should You Care about Knowledge Leadership?
Chapter 1: The Knowledge Leadership Challenge
Chapter 2: The Emerging Era of the Knowledge Leader
Part II: Becoming a Knowledge Leader
Chapter 3: Discovering Your Knowledge Leadership Style
Chapter 4: Learning from Commissar and Yogi Leaders
Chapter 5: Stepping Back to Envision New Possibilities
Chapter 6: Studying Knowledge Leadership Behavior:
Lessons from Cross-Cultural Research
Part III: Putting Knowledge into Action
Chapter 7 Aligning Knowledge with Business Strategies
Chapter 8 Understanding the Role of Knowledge in Organizations
Part IV: Developing Pragmatic Knowledge
Chapter 9: Putting Action into Knowledge
Chapter 10 Learning to Make Knowledge Pragmatic
Chapter 11 Leading Knowledge Processing
Part V: Leading FAST Knowledge-Based Organizations (KBOs)
Chapter 12 Developing FAST KBOs
Chapter 13 Learning from Experience: A Case of Mistaken Identity
Chapter 14: Balancing Knowledge and Management Systems
Chapter 15 Constructing Effective Knowledge Infrastructures
Part VI: Putting it all Together
Chapter 16 Using 5-Point Dynamic Mapping to Lead FAST KBOs
Appendices:
Appendix A: Development and Use of the Knowledge Bias Profile
Appendix B: Essentials of Creating Pragmatic Knowledge
Appendix C: 5-Point Dynamic Career Mapping for Talent Retention and Development
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