Beyond Knowledge Management

Dialogue, Creativity and the Corporate Curriculum

Beyond Knowledge Management

"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.

Beyond Knowledge

Beyond Knowledge

"Beyond Knowledge" is a crystallization of timeless wisdom. To read these dialogues is to enter into a scale of inquiry and clarity that knows no compromise and carries one from the end of thought to the beginning of self-knowledge.

Beyond Knowledge: The Legacy of Competence

Meaningful Computer-based Learning Environments

Beyond Knowledge: The Legacy of Competence

The edited and peer reviewed volume presents selected papers of the conference “Beyond knowlegde: the legacy of competence” organized by EARLI SIG Learning and Instruction with Computers in cooperation with SIG Instructional Design. It reflects the current state-of-the-art work of scholars worldwide within the area of learning and instruction with computers. Mainly, areas of computer-based learning environments supporting competence-focused knowledge acquisition but also foundational scientific work are addressed. More specific, contents cover cognitive processes in hypermedia and multimedia learning, social issues in computer-supported collaborative learning, motivation and emotion in Blended Learning and e-Learning.

Beyond Knowledge Management

Beyond Knowledge Management

Providing a combination of the conceptual and practical aspects of knowledge management, this book demonstrates how this management approach can be effectively used. Everyday examples are provided to encourage its practical application within organizations.

Beyond Knowledge Management

What Every Leader Should Know

Beyond Knowledge Management

Although knowledge management (KM) has already helped numerous organizations achieve competitive advantages, many organizations have yet to embark on their knowledge management journey. Geared for executives and senior managers, Beyond Knowledge Management: What Every Leader Should Know is concise and easy-to-read. It looks at 10 areas where organizations can gain competitive advantage. It shows you how to make better decisions, avoid knowledge loss, and maximize the intellectual assets of your organization. Edited by Jay Liebowitz—who is among the top 10 KM researchers/practitioners worldwide—the book examines key areas that can add value to your organization. Each chapter opens with an introduction to one of these promising areas, followed by case studies from industry, government, and not-for-profits. The case studies demonstrate how leaders at organizations such as The Coca-Cola Company, e-Bay, PricewaterhouseCoopers, University of Maryland University College, Northrop Grumman, and the U.S. Department of Health and Human Services have used the concepts discussed in the book to improve decision making. The distinguished contributors from these organizations explain how to use information and decision technologies, strategic intelligence, e-learning, human capital, innovation, globalization, and relationships, to improve operations and achieve an advantage over your competitors. The powerful approaches described in this book will not only help you preserve your most valued intellectual assets but also infuse the vitality and creativity your organization will need to stay one step ahead of the competition.

Beyond Knowledge

Extracognitive Aspects of Developing High Ability

Beyond Knowledge

Some aspects of giftedness and creativity cannot be explained by cognitive, developmental, personality, or social approaches considered in isolation. At the intersection of these approaches is something invisible, deeply hidden, but at the same time very important--the extracognitive facets of high ability. This volume brings together chapters by leading specialists from around the world responsible for much of the current research in this field, presenting a wide range of perspectives for understanding exceptional achievement. "High ability" refers to human abilities described by terms, such as giftedness, talent, creativity, excellence, genius, child prodigies, exceptional leadership, and wisdom. "Extracognitive factors" refer to phenomena like internally developed standards and subjective norms of intellectually creative behavior; specific intellectual intentions and beliefs that influence exceptional achievements; specific feelings that scientific geniuses and other highly creative individuals say contribute to their advanced development; specific preferences and intellectual values; luck, chance, intuition, and other similar phenomena in extraordinary development and performance; and social, cultural, and historical influences on talent development. Although there are many books about the cognitive bases of high ability, this volume uniquely discusses the foundations of such achievements in extracognitive factors as defined here, thus providing a rich source of information on this topic to researchers, practitioners, and graduate students of education, psychology, business, and administration who work in the area of high ability.

Sharing Expertise

Beyond Knowledge Management

Sharing Expertise

The field of knowledge management focuses on how organizations can most effectively store, manage, retrieve, and enlarge their intellectual properties. The repository view of knowledge management emphasizes the gathering, providing, and filtering of explicit knowledge. The information in a repository has the advantage of being easily transferable and reusable. But it is not easy to use decontextualized information, and users often need access to human experts. This book describes a more recent approach to knowledge management, which the authors call "expertise sharing." Expertise sharing emphasizes the human aspects -- cognitive, social, cultural, and organizational -- of knowledge management, in addition to information storage and retrieval. Rather than focusing on the management level of an organization, expertise sharing focuses on the self-organized activities of the organization's members. The book addresses the concerns of both researchers and practitioners, describing current literature and research as well as offering information on implementing systems. It consists of three parts: an introduction to knowledge sharing in large organizations; empirical studies of expertise sharing in different types of settings; and detailed descriptions of computer systems that can route queries, assemble people and work, and augment naturally occurring social networks within organizations.

Worldwide Knowledge?

Global Firms, Local Labour and the Region

Worldwide Knowledge?

Putting forward a comprehensive view of knowledge with a specific perspective on place and space, this book provides a new perspective on the globalisation of knowledge. Crossing disciplinary boundaries, the principal agenda of this volume is to open up a perspective ‘beyond knowledge’ - i.e. beyond the interpretation of knowledge as scientific-technical knowledge. Author Martina Fuchs introduces further kinds of knowledge and interpretation which influence managements’ perception of globalisation and therefore the knowledge which is going global. She refers to knowledge in the sense of experiences, competencies in the production and labour process, as well as mutually shared mental constructs which are embedded in a context of understanding and interpretation. Exploring beyond the meaning of worldwide knowledge as general open access knowledge, this book also discusses barriers to knowledge, problems of transfer, and the influence of governance and control.

Beyond Knowledge Management

New Ways to Work and Learn

Beyond Knowledge Management

This report, based on a survey and Working Group discussions, takes an empirical look at knowledge management and organizational learning efforts occurring inside large companies.