Handbook Of Research On Tacit Knowledge Management For Organizational Success

Continuous improvements in businesses practices have created enhanced opportunities for growth and development. This not only leads to higher success in day-to-day profitability, but it increases the overall probability of success for organizations. The Handbook of Research on Tacit Knowledge Management for Organizational Success is a pivotal reference source for the latest advancements and methodologies on knowledge administration in the business field. Featuring extensive coverage on relevant areas such as informal learning, quality management, and knowledge acquisition, this publication is an ideal resource for practitioners, marketers, human resource managers, professors, researchers, and students seeking academic material on knowledge management techniques.

Organizations are facing major disruptions in technology, consumer preferences, and in the makeup of their workforce, and as a result, they will need to adapt to these rapidly changing times to stay effective. Organizations that are able to tap into the collective knowledge of their employees and leverage their insights will have an advantage over those that lack this connectivity. Implementing a knowledge management (KM) strategy can help organizations improve operational effectiveness, innovation, and adapt to changes, but the majority of KM implementations fail due to misalignment with the organization's existing culture. Organizational culture can enable effective KM, or it can be a barrier to its implementation. The Handbook of Research on Organizational Culture Strategies for Effective Knowledge Management and Performance defines the relationship between organizational culture and knowledge management and how they impact one another. This handbook also identifies critical business practices to assist organizations in transitioning to work from home while maintaining a strong corporate culture that includes beneficial knowledge-sharing behaviors. Covering topics including knowledge management, organizational culture, and change management, this text is essential for managers, executives, practitioners, leaders in business, non-profits, academicians, researchers, and students looking for research on how organizations can thrive and adapt due to emerging global disruptions as well as local or internal disruptions.

Many organizations are now realizing that their competitive edge lies mostly in the brainpower-the intellectual capital-of their employees and management. To stay ahead of the pack, companies must leverage their knowledge, internally and externally. But it is not enough to develop lessons-learned databases. Experts now believe the current savior of organizations is knowledge management-the conceptualization, review, consolidation, and action phases of creating, securing, combining, coordinating, and retrieving knowledge-in short, the process of creating value from an organization's intangible assets. Jay Liebowitz, one of the leading knowledge management and expert systems authorities in the world, brings together over thirty articles contributed by the top researchers and practitioners to produce what seems destined to become the key reference for this emerging field. With it you will find: How to create a knowledge-sharing environment How senior executives can show tangible benefits using methods that value the intellectual capital-especially the "human capital" within the organization How knowledge management is not the same as information management How senior management commitment and involvement are essential to the success of a knowledge management system

Provides an international collection of studies on knowledge-intensive organizations with insight into organizational realities as varied as universities, consulting agencies, corporations, and high-tech start-ups.

The idea of managing and transforming tacit to explicit knowledge is getting more and more attention in public systems domain. It has been quite sometime that authors, researchers and managers have come to realize that employees, processes and systems of decision-making in the organizations are a great reservoir of tacit knowledge. It is an important challenge to build and manage systems that can capture, store, retrieve and build new knowledge base for effective decision-making and yet have a human interface. This book is an eye opener for people having interest in knowledge management and knowledge management systems in modern organizations. This book covers ideas, models, conceptual papers and case studies covering the whole globe through the lenses of authors of different continents. For good governance and effective management of public systems, the authors have developed knowledge management processes, models and systems that can have universal appeal and applicability. The book has sixteen, well researched, thought provoking papers and case studies from India, Europe, Brazil and USA. The judicious mix of conceptual papers and case studies will help the students/managers to understand and internalize the process and stages of knowledge management from different countries. It will also make them visualize the practice of knowledge management across the diverse organizations and countries.

Knowledge management has been growing in importance and popularity as a research topic and business initiative. This book documents the key issues of knowledge management and serves as an useful resource for academicians, practitioners, researchers, and students.

The primary purpose of this book is to enable you to implement a strategic KM program in your business and derive business results from it. The contents of this book are relevant to any business—manufacturing or service, and also in education, not-for-profit, government, and other types of organizations. This book is written for business leaders and executives. It is particularly addressed to CEOs and senior management to help them understand how they can use KM as a strategy to achieve their business objectives. For KM professionals, the objective of this book is to help them to implement KM with real business results. While this book talks about various concepts related to KM, everything contained in the book is based on first-hand experience of helping the implementation of these concepts at several companies with significant business results, including some Most Admired Knowledge Enterprise (MAKE) award winners. The book largely tells its story through real examples.

The fully revised and updated version of this successful Handbook is welcomed by management scholars world-wide. By bringing together the latest approaches from the leading experts in organizational learning & knowledge management the volume provides a unique and valuable overview of current thinking about how organizations accumulate 'knowledge' and learn from experience. Key areas of update in the new edition are: Resource based view of the firm Capability management Global management Organizational culture Mergers & acquisitions Strategic management Leadership