Beyond Knowledge Management: Dialogue, Creativity and the Corporate Curriculum

"Garvey and Williamson's book presents a significant and much needed advance of the literature on knowledge management.  This text opens up the horizons to show the complex human and social dimensions of generating, transmitting and maintaining useful knowledge in organizations.  Both erudite and practical, the authors address the topic from multiple theoretical and epistemological perspectives and thus pay tribute to its complex nature.  At the same time, the book succeeds in showing the strateic importance of knowledge management in the context of human resource development and oranizational change.  A much needed addition to existing literature and of great value to both academic and practitioner audiences."K. Peter Kuchinke, Professor of Human Resource Development, University of Illinois, USA "This book lives up to its title.  It takes the fashionable topic of knowledge management and explores in depth its broader implications, particularly those concerned with organisational and individual learning."Michael Armstrong, Independent Management Consultant, author and Fellow of the CIPD and Institute of Management Consultants This unique, engaging and timely book explores the ways in which learning and knowledge processes link to the success of an organisation.  IT encourages managers to think critically and offers useful frameworks for identifying and releasing tacit knowledge.   Draws on a unique triad-framework of strategic capability, knowledge productivity and corporate curriculum.Stresses the uses of critical dialogue, learning histories, narratives and metaphors.Explores and debates the implications of the knowledge economy on corporations today.Utilises a dominant narrative to provide a helpful perspective on organisational culture.Each section includes contributions from internationally recognised academics and practitioners in the ares of learning and knowledge management.Includes international case studies. Dr Bob Garvey is subject leader in Organisational Behaviour and Human Resource Management at Sheffield Hallam School of Business and Finance.  He spent nine years as a management consultant in a private organisation. Professor Bill Williamson is professor of Continuing Professional Development at Durham University.  He has published in the area of education, lifelong learning and social and contemporary history.  He has also worked at universities in Germany and the Middle East.  

John Priestley

Organisation and Employee Development Officer

The Chief Executives Directorate

Sheffield City Council

"This work is a must read for anyone who has employee, development, manager, organisation or performance in their post title. Garvey and Williamson really get under the skin of building capability in organisations as they recognise the complex social interaction that most of us refer to as the workplace.

   The book is written in a very clear, easy to read style, so much so, that I felt I had genuine dialogue with the authors. The case studies are of particular use as they helped with my assimilation of the contextual and situational issues of the concept at hand. 

     Overall I was impressed by the way a socially centred approach to problem solving, development and change Is presented in contrast to the ¿systems re-engineering¿ strategy that is so often considered to be the panacea when things are thought to be broken. This book opens up realistic options in a non-prescriptive way, inclusive options, ways of being, that prompt a second look at existing organisation and employee development strategies and also the next raft of project plans and performance or workforce development initiatives."

Mark Laverick

MD Lightmint Properties.~

Beyond Knowledge Management

"For Directors and Managers looking beyond the 'quick fix' management tools, this book provides a thoughtful insight into a topic now recognised as essential for sustainable organisational growth.

   While tackling a complex subject, the book is threaded through with common sense."

John Priestley

Organisation and Employee Development Officer

The Chief Executives Directorate

Sheffield City Council

"This work is a must read for anyone who has employee, development, manager, organisation or performance in their post title. Garvey and Williamson really get under the skin of building capability in organisations as they recognise the complex social interaction that most of us refer to as the workplace.

   The book is written in a very clear, easy to read style, so much so, that I felt I had genuine dialogue with the authors. The case studies are of particular use as they helped with my assimilation of the contextual and situational issues of the concept at hand. 

     Overall I was impressed by the way a socially centred approach to problem solving, development and change Is presented in contrast to the ¿systems re-engineering¿ strategy that is so often considered to be the panacea when things are thought to be broken. This book opens up realistic options in a non-prescriptive way, inclusive options, ways of being, that prompt a second look at existing organisation and employee development strategies and also the next raft of project plans and performance or workforce development initiatives."

Mark Laverick

MD Lightmint Properties.~

Beyond Knowledge Management

"For Directors and Managers looking beyond the 'quick fix' management tools, this book provides a thoughtful insight into a topic now recognised as essential for sustainable organisational growth.

   While tackling a complex subject, the book is threaded through with common sense."

"Garvey and Williamson's book presents a significant and much needed advance of the literature on knowledge management.  This text opens up the horizons to show the complex human and social dimensions of generating, transmitting and maintaining useful knowledge in organizations.  Both erudite and practical, the authors address the topic from multiple theoretical and epistemological perspectives and thus pay tribute to its complex nature.  At the same time, the book succeeds in showing the strateic importance of knowledge management in the context of human resource development and oranizational change.  A much needed addition to existing literature and of great value to both academic and practitioner audiences."K. Peter Kuchinke, Professor of Human Resource Development, University of Illinois, USA "This book lives up to its title.  It takes the fashionable topic of knowledge management and explores in depth its broader implications, particularly those concerned with organisational and individual learning."Michael Armstrong, Independent Management Consultant, author and Fellow of the CIPD and Institute of Management Consultants This unique, engaging and timely book explores the ways in which learning and knowledge processes link to the success of an organisation.  IT encourages managers to think critically and offers useful frameworks for identifying and releasing tacit knowledge.   

Preface

Introduction

Section 1 The Big Picture

1. The Knowledge Economy (KE)

2. Strategy, Capabilities, Knowledge productivity and the

Section 2 Developing Expertise in Learning - individuals and

3. Specific Expertise, Specific Situations

4. Problems and Challenges

5. Generating New Knowledge

Critique of Section 2 by Jussi Koski

Section 3 Developing Expertise in Learning

6. Environments for Learning

7. Creative Environments

8. Communicating Knowledge

Section 4 Achieving Change

9. Change through Learning Themes Dominant discourse.