Synopses & Reviews
Building on the success of the second edition, the third edition of
Knowledge Management in Organizations presents a critical introduction to the subject. Adopting a multidisciplinary perspective, encompassing issues of strategy, structure, systems and human resource management, the text introduces the reader to the concept of knowledge before examining how, and whether, knowledge can be managed within the organizations in which we work. The third edition features a new section on intellectual capital accounting, increased discussion on the use of social networking technologies and significant updates to chapters on Knowledge Creation, Facilitating Knowledge Management via Culture Management, and Leadership, HRM and Knowledge Management.
This accessible and engaging text provides a comprehensive introduction to the subject, and incorporates a wealth of in-text learning features and examples in every chapter. International case studies throughout the text, which have been fully updated to reflect changes in the economic and political landscape since the previous edition, as well as new and emerging trends in the field, further illustrate knowledge management theory in a real-world business context.
The text is supported by a fully integrated Online Resource Centre, offering additional resources for students and registered lecturers:
For students:
Additional case studies
Web links
For registered lecturers:
Diagrams from the textbook
Examples of exam questions
Examples of essay/coursework questions
Suggestions for classroom activities to facilitate discussion around the themes addressed in the book
Synopsis
Building on the success of the first edition, the second edition of
Knowledge Management in Organizations presents a critical introduction to the subject. Adopting a multidisciplinary perspective, encompassing issues of strategy, structure, systems and human resource management, the text introduces the reader to the concept of knowledge before examining how, and whether, knowledge can be managed within the organizations in which we work.
Three brand new chapters have been included in the second edition, enhancing the book's coverage of leadership, defining knowledge management, and examining how organizations replace and "unlearn" knowledge.
New case examples and longer end of chapter case studies have been added to this new edition, with other features including definition boxes, further reading and review questions being retained.
Online Resource Centre
Supporting resources, delivered online, are new for the second edition. Users of the website will find web links and extended cases which present knowledge management in virtual and knowledge-intensive firms, and global organizations.
Synopsis
This textbook provides a critical review and analysis of the key themes that underpin the subject of knowledge management in organizations. Adopting a thematic approach, Hislop presents the key debates and a wide range of perspectives in knowledge management. The book begins by presenting the epistemologies of knowledge, asking what do we mean by knowledge? How is knowledge processed within the organization, and how is this linked to human motivation. Part 2 discusses the social and cultural issues that surround the managing and sharing of knowledge. The dynamics of knowledge sharing and knowledge generation are examined, illustrating the different aspects of the collective and shared nature of organizational knowledge. This section also looks at how knowledge processes are shaped by the conflict and politics within the organization and demonstrates how and why knowledge and power are inextricably linked. Finally, the roles of information technology in the process of knowledge management and that of HRM and culture - the human element of knowledge - are presented. Part 3 examines how we learn and acquire knowledge and examines the debates surrounding the learning organization. Finally, the book moves away from its thematic approach to specifically examine the character and dynamics of knowledge sharing in three contemporary organizational forms: the networked/virtual organization, global multinationals and, knowledge intensive firms and knowledge workers.
About the Author
Donald Hislop is a Senior Lecturer in Organisational Behaviour and Human Resource Management in the Business school at Loughborough University. Prior to this he was based at Sheffield University.
Table of Contents
1. Why the Current Interest in Knowledge Management
Section 1
Epistemologies of Knowledge
2. The Objectivist Perspective on Knowledge
3. The Practice-Based Perspective on Knowledge
Section 2
Social and Cultural Issues Related to Managing and Sharing Knowledge
4. 'Why Should I Share my Knowledge?' What Motivates People to Share Knowledge?
5. Communities of Practice
6. Inter-community, Boundary-spanning Knowledge Processes
7. Power, Conflict and Knowledge Processes
8. Information and Communication Technologies and Knowledge Management
9. Organizational Culture, HRM Policies and Knowledge Management
Section 3
Learning, Innovation and Knowledge Management
10. Learning and Knowledge
11. Innovation Dynamics and Knowledge Processes
Section 4
Organizational Contexts
12. Knowledge Processes in Network/Virtual Organizations
13. Knowledge in Global Multinationals
14. Knowledge Intensive Firms and Knowledge Workers
15. Conclusion