Knowledge Management and Organizational Learning: A Reader

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Oxford University Press (2006)
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Abstract

Key readings on knowledge management for graduate students and MBAs, this volume focuses on what is happening in practice. It includes seminal contributison from leading authorities and practitioners, providing a compelling picture of how knowledge and learning work in practice by including detailed examples from organizations such as Chevron, Nucor Steel, Partners Healthcare, and Xerox.

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9780199291793   0199291799   0199291802
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Chapters

Organizational Memory.Linda Argote
Balancing Act: How to Capture Knowledge Without Killing It.John Seely Brown & Paul Duguid
Making a Market in Knowledge.Lowell L. Bryan
Knowing What we Know: Supporting Knowledge Creation and Sharing in Social Networks.Rob Cross, Andrew Parker, Laurence Prusak & Stephen P. Borgatti
Just-in-Time Delivery Comes to Knowledge Management.Thomas H. Davenport & John Glaser
Managing Knowledge the Chevron Way.Kenneth T. Derr
Knowledge-Worker Productivity: The Biggest Challenge.Peter F. Drucker
Using Supplier Networks to Learn Faster.Jeffrey H. Dyer & Nile W. Hatch
The Learning Curve.Atul Gawande
Knowledge Management and the Knowledge-Based Economy.Robert Grant
Knowledge Management's Social Dimension: Lessons from Nucor Steel.Anil K. Gupta & Vijay Govindarajan
Do you Know who your Experts are?Michael Idinopulos & Lee Kempler
Fair Process: Managing in the Knowledge Economy.W. Chan Kim & Renée Mauborgne
Swing Doors and Musical Chairs.Arnold Kransdorff & Russell Williams
Generating Creative Options.Dorothy Leonard & Walter Swap
The Performance Variability Dilemma.Eric Matson & Laurence Prusak
Partnerships for Knowledge Creation.Salvatore Parise & Laurence Prusak
Knowlege-In-The-Making: The 'Construction' of Fiat's Melfi Factory.Gerardo Pattriotta
Getting it Right the Second Time.Gabriel Szulanski & Sidney Winter
Seeing Knowledge Plain: How to Make Knowledge Visible.Leigh Weiss & Laurence Prusak
Communities of Practice: The Organizational Frontier.Etienne C. Wenger & William M. Snyder
Developing a Knowledge Strategy.Michael H. Zack

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