Knowledge management is crucial to organizational learning, innovation and success within organizations. The Second Edition of the successful knowledge management reader provides a core source of key theoretical thinkers in the field and presents the most up-to-date leading-edge articles that explore emerging trends. A comprehensive introduction places these readings in context and draws together key strands across the field.
The new reader includes new and revised chapters as well as newly authored material, to provide students with a current resource that enables the study of knowledge management from a variety of perspectives. Theoretical work and engaging case studies place knowledge management in the context of an emerging global economy.
Introduction - Tim Ray PART ONE: KEY CONCEPTS SECI, Ba and Leadership - I Nonaka, R Toyama and N Konno A Unified Model of Dynamic Knowledge Creation Building Epistemologies - S D N Cook and J S Brown The Generative Dance between Organizational Knowledge and Organizational Knowing What Is Organizational Knowledge? - Haridimos Tsoukas and Efi Vladimirou Do We Really Understand Tacit Knowledge? - Haridimos Tsoukas An Overview - J C Spender What's New and Important about Knowledge Management? Building New Bridges between Managers and Academics PART TWO: KNOWING IN PRACTISE Deep Smarts - Dorothy Leonard and Walter Swap Organizational and Occupational Commitment - Tam Yeuk-Mui May, Marek Korczynski and Stephen Frenkel Knowledge Workers in Large Corporations Human Resouce Policies for Knowledge Work - John Storey Knowledge Management Initiatives - John Storey and Elizabeth Barnett Learning from Failure IC Valuation and Measurement - Daniel Andriessen Managing Knowledge and Innovation across Boundaries - Paul Quintas The Human Resource Architecture - David P Lepak and Scott A Snell Toward a Theory of Human Capital Allocation and Development HR's Role in Building Relationship Networks - Mark L Lengnick-Hall and Cynthia A Lengnick-Hall PART THREE: REVISING THE AGENDA - Tim Ray and Stewart Clegg Tacit Knowing, Communication and Power Lessons from Japan