Description

Many organisations are cutting back in the areas of human resource development due to global economic stress.

This doesn’t make it easy for organisations and KM managers who are looking to develop knowledge capacity.

This challenge can potentially lead to damaging the organisation’s core competitive advantage. It is the organisation that recognises this that will succeed, even in a struggling global economy. Knowledge-hungry organisations need knowledge management (KM) and they need it now.

The general opinion is that KM is underperforming. Current models, theories and practices are not working. The KM concept is hard to define and the variables, or components, that make up the process are difficult to identify and measure.

This report provides practical solutions to these issues that are slowing the performance of arguably one of the most valuable strategic management tools available to an organisation.

Redefining KM provides methodologies and best practices to:

• Define and understand current knowledge management strategies;
• Identify current KM weak areas within organisations;
• Implement KM for performance-driven processes, strategic decision-making and tactical performance;
• Understand, implement, and communicate KM as a strategic management tool;
• Improve internal control and communication with individuals, teams and management; and external parties;
• Nurture individual, group and organisational knowledge and turn it into value-based KM practices.

Drawing on original research, surveys, interviews and case studies from large multi-national organisations Redefining KM provides evidence-based KM models and tools to improve KM decision-making and drive performance.

Contents

Chapter 1: Knowledge management today

Chapter 2: The problem with KM

Chapter 3: In search of a knowledge definition that works

Chapter 4: Understanding the knowledge economy

Chapter 5: KM manages knowledge – Get ready for a debate

Chapter 6: KM critical success factors (CSFs)

Chapter 7: Too many KM models are not designed to help organisations

Chapter 8: Starting from scratch

Chapter 9: How do findings compare against existing models and frameworks?

Chapter 10: What practitioner opinions revealed

Chapter 11: Introducing the K-Core model

Authors