Knowledge Management

An Integrated Approach

Ashok Jashapara
University of London (Royal Holloway)

Financial Times
Prentice Hall
is an imprint of

Harlow, England London New York Boston San Francisco -Toronto

Sydney Tokyo Singapore Hong Kong Seoul Taipei New Delhi
Cape Town Madrid Mexico City Amsterdam Munich Paris Milan

Contents
Preface
About the author
Author's acknowledgements
Publishers's acknowledgements

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Introduction to knowledge management

Learning outcomes/Management issues

Links to other chapters
Opening vignette: Life in an interconnected world
Knowledge management: an integrated approach
Part 1: The nature of knowledge
Part 2: Leveraging knowledge
Part 3: Creating knowledge
^
Part 4: Knowledge artefacts
Part 5: Mobilising knowledge
Introduction
The knowledge economy
What is knowledge management?
Is knowledge management a fad?
What are the differences between data, information, knowledge and wisdom?
Data
Information
Knowledge
Wisdom
Early history of knowledge management: oral tradition to cuneiform
Knowledge management in ancient Greece and Rome
Management of knowledge in monastic and cathedral libraries
Paradigm shift from print to a digital age

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Case study: Ernst & Young (US)

Summary

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Questions for further thought

Further reading

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References

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The nature of knowing

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Learning outcomes/Management issues

Links to other chapters
Opening vignette: Business must learn from the new tribe
Introduction
What is knowledge? Philosophers from Plato to Wittgenstein

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Contents
Plato
Aristotle
Descartes
Locke
Hume
Kant
Hegel
Pragmatists
Phenomenology and existentialism
Wittgenstein
Contemporary philosophers: Ryle, Polanyi and Macmurray
Burrell and Morgan's framework on philosophical paradigms
Competing philosophical positions in knowledge management: positivism,
constructivism, postmodernism and critical realism
The taxonomic perspective of knowledge
The process-based perspective of knowing
The practice-based perspective of knowledge and knowing
Case study: World Bank (US)
Summary
Questions for further thought
Further reading
References

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Part 2 LEVERAGING KNOWLEDGE

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Intellectual capital

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Learning outcomes/Management issues

Links to other chapters
Opening vignette: A little knowledge is deadly dangerous
Introduction
What is intellectual capital?
History of intellectual capital
Problems of measuring organisational performance
Frameworks of intellectual capital
Human and social capital
Organisational capital
Intellectual property and smart patents
Financial reporting of intellectual capital
Intellectual capital as a narrative
Knowledge auditing in practice
Case study: Infosys (India)
Summary
Questions for further thought
Further reading
References

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Strategic management perspectives

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Learning outcomes/Management issues

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Contents
Links to other chapters
Opening vignette: A hunger for knowledge is China's real secret weapon
Introduction
Strategic management: schools of thought
Industrial organisation tradition
Excellence and turnaround
Institutionalist perspective
Resource-based view of the firm
Information systems strategy
Developing a knowledge management strategy
Innovation and personalisation strategies
Case study: Unilever (UK/Netherlands)
Summary
Questions for further thought
Further reading
References

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Part 3 CREATING KNOWLEDGE

Organisational learning

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Learning outcomes/Management issues

Links to other chapters
Opening vignette: Recruits fired up by virtual rivalry
Introduction
Individual learning
Team learning
Drivers of organisational learning: success or failure?
Single-loop and double-loop learning
Sensemaking
Organisational learning frameworks
Knowledge acquisition
Information distribution
Information interpretation
Organisational memory
Unlearning
Organisational routines
Dynamic capabilities
Absorptive capacity
Politics and organisational learning
Critique of organisational learning
Case study: Toyota (Japan)
Summary
Questions for further thought
Further reading
References

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The learning organisation

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Learning outcomes/Management issues

Links to other chapters

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Contents
Opening vignette: Teaching materials: From pen to paper to wikis and video
Introduction
US contribution: the fifth discipline
UK contribution: the learning company
Japanese contribution: the knowledge-creating company
The competitive learning organisation
Power, politics and the learning organisation
Empirical research and the learning organisation
The learning organisation and knowledge management
Case study: Honda (Japan)
Summary
Questions for further thought
Further reading
References

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Part 4 KNOWLEDGE ARTEFACTS

Knowledge management tools: component technologies

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Learning outcomes/Management issues

Links to other chapters
Opening vignette: Busines's starts to take Web 2.0 tools seriously
Introduction
Organising knowledge tools
Ontology and taxonomy
Capturing knowledge tools
Cognitive mapping tools
Information-retrieval tools
Search engines
Agent technology
Personalisation
Evaluating knowledge
Case-based reasoning (CBR)
Online analytical processing (OLAP)
Knowledge discovery in databases - data mining
Machine-based learning
Sharing knowledge
Internet, intranets and extranets
Security of intranets
Text-based conferencing
Web 2.0 platform
Conversational media: Blogs
Syndication and RSS feeds
Mashups
Wikis
Online social networks
3-D virtual worlds
Groupware tools
Videoconferencing

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Contents
Skills directories: expertise yellow pages
E-learning
Storing and presenting knowledge
Data warehouses
Visualisation
Case study: Royal Dutch Shell (Netherlands/UK)
Summary
Questions for further thought
Further reading
References

Knowledge management systems

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Learning outcomes/Management issues

Links to other chapters
Opening vignette: Decision-making software in the fast lane
Introduction
Systems thinking
Drivers of KM systems: quality management processes
Deming and Juran

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Total quality management (TQM)

Business process re-engineering (BPR)
Lean production
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Document management systems
Decision support systems

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Group support systems

Executive information systems
Workflow management systems
Customer relationship management systems
Economics of KM systems
Case study: Tata Consultancy Services (India)
Summary

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Questions for further thought

Further reading
References

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Part 5 MOBILISING KNOWLEDGE

Enabling knowledge contexts and networks
Learning outcomes/Management issues
Links to other chapters
Opening vignette: Building bridges for success
Introduction
Understanding organisational culture and climate
Norms, artefacts and symbols
Values, beliefs, attitudes and assumptions
Typologies of organisational culture
Measuring organisational culture
Description of the twelve OCI styles

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Contents
Creating knowledge-sharing cultures
Cultural stickiness: developing communities of practice
Knowledge across organisational boundaries
Case study: Fluor (United States)
Summary
Questions for further thought
Further reading

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References

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10 Implementing knowledge management

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Learning outcomes/Management issues

Links to other chapters
Opening vignette: Box clever and keep your star performers happy
Introduction
The nature of change
Personal response to change
Leadership and change
Change management strategies
Gaining commitment for change
Employee involvement
Training and development
Reward and recognition ,,j
Cultural change management
Politics of change
Case study: Woods Bagot (Australia)
Summary
Questions for further thought
Further reading

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References

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Epilogue KNOWLEDGE MANAGEMENT

Epilogue

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Introduction
Wrestling with knowledge: some reflections
Knowledge management - is there an optimal approach?
Organisational gymnastics: balancing learning with routines and dynamic
capabilities
Knowledge management between nations
Institutionalist perspective and the knowledge-based view of the firm
Communities of practice
Personal knowledge management
Knowledge management between nations
Concluding remarks
Further reading
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References

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Glossary
Index

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