Knowledge Management and Learning Organizations

✍ Scribed by Carolina Machado (editor), J. Paulo Davim (editor)

• Publisher: Springer
• Year: 2021
• Tongue: English
• Leaves: 182
• Category: Library

✦ Synopsis

This book focuses on knowledge management and learning organizations, showing how they realise entrepreneurship and innovation. Understanding knowledge management as the process of creating, sharing and managing an organization’s information and knowledge, and focusing learning organizations in their collaborations to promote continuous learning are two issues that are critical to the organizational success. As such, this book offers insights into the topic and the appropriate use of the tools and strategies that drive competitive organizations operating on an international or transnational scale.

✦ Table of Contents

Preface
Contents
Editors and Contributors
Factors Affecting Knowledge Management and Learning: Exploring the Role of Diversity, Inclusion and Organizational Citizenship Behaviour
1 Overview of Relevant Factors and Concepts
2 Advantages Associated with Diversity, Inclusion and OCBs
3 Learning and Knowledge Management: The Impact and Role of Diversity, Inclusion and OCBs
4 Conclusion
References
Knowledge Codification
1 Introduction
2 Knowledge as a Resource in Pursuit of Competitive Advantage
2.1 Knowledge Conversion—The Journey from Tacit to Explicit Form
2.2 Tacit and Explicit Knowledge as a Continuum
2.3 Positions on Codification
2.4 Defining Codification
3 Capturing Articulated Tacit Knowledge
4 Embedding Codified Knowledge in the Organization
4.1 The Concept of Codebooks
4.2 The Value of Employee Engagement in the Codification and Recodification Process
4.3 Mapping the Knowledge Codification Process
5 Benefits and Challenges of Codification
5.1 Challenges of Codification
References
Knowledge Management: To Share or not to Share!
1 Introduction
2 Barriers and Incentives to Knowledge Sharing
2.1 Sharing Knowledge Within the Knowledge Management Process
2.2 Barriers to Knowledge Sharing
3 Overcoming Organizational Barriers to Knowledge Sharing
3.1 Incentives and Motivation for Knowledge Sharing
3.2 A Supportive Organizational Culture
3.3 Leadership Styles
3.4 Communities of Practice
4 Conclusion
References
Knowledge Transfer: An Emerging Element of a Learning Organisation in Family Businesses
1 Introduction
2 Family Business as a Learning Organization
3 Types of Knowledge in Family Businesses
4 Knowledge Transfer and Succession
5 Stages of Knowledge Management in Succession
6 Conclusions and Future Directions
References
Corporate Memory System: Key for Experienced Based Management
1 Introduction
2 Definition of Corporate Memory
3 Typology of Corporate Memory
3.1 Semantic and Episodic Memory
3.2 Declarative and Procedural Memory
3.3 Public Access and Restricted Access Memory
3.4 Concrete and Abstract Memory
3.5 Descriptive and Prescriptive Memory
3.6 Communal and Idiosyncratic Memory
3.7 Formal and Informal Memory
3.8 Individual, Cultural and Prosthetic Memory
3.9 Memory Classification Based on Spatial and Temporal Integration
3.10 Physical and Cognitive Memory
3.11 Management, Technology, Culture and Market Oriented Culture
3.12 Expectation and Procedural Memory
3.13 Transactive and Systemic Memory
4 Debates on Organizational Memory
4.1 Organizational Memory Concept Debate
4.2 Debate on the Relationship of Organizational Memory with Organizational Learning and Knowledge Management
4.3 Organizational Memory and Rigidity Debate
5 The Importance of Corporate Memory and Organizational Results
6 Basic Models of Corporate Memory
6.1 Walsh and Ungson’s Organizational Memory Model
6.2 Stein ve Zwass’s Organizational Memory Model
6.3 The Organizational Memory Model of Anand, Manz, and Glick
7 Organizational Memory as a Socio-Technical System
8 A New Model for Corporate Memory System
References
Knowledge Management: Looking for Success Profiles
1 Introduction
2 The Context of Organization and HRM
3 Ulrich’s HR Competency Model
4 Analysis and Job Description and Competency Model
4.1 Job Analysis
4.2 Job Description
4.3 Analysis and Job Description Versus Competency Model
5 Competencies Management
6 Career Management and Talent Management
7 Success Profiles
8 Conclusion
References
The Misconception Between Organizational Learning and Knowledge Management
1 Introduction
2 Knowledge in the Organisational Context
3 Learning Organization and Organizational Learning
4 Knowledge Management
5 Clarifying Both Concepts: Matches and Mismatches
5.1 Conceptual Approach: Interest of Academics Versus Interest of Practitioners
5.2 Goal: Process Versus Result
5.3 Scope: System Versus Subsystem
5.4 Agents: Individual Level Versus Collective Level
5.5 Products: Individual Memory Versus Organizational Memory
6 Leveraging Organizational Performance Through Learning and Knowledge
7 Conclusion
References
Index