Bøger i Knowledge Management and Organizational Learning serien

Organizations are increasingly recognizing the importance of sustainability and responsibility. They are challenged to develop a holistic approach to value creation that reconciles economic, social, and environmental goals. This book describes how knowledge can facilitate this process and amplifies the idea of knowledge management to strategically serve multiple stakeholders in a sustainable and responsible way. In particular, the book introduces the concept of the "e;Need Knowledge-Driven Organization."e; It builds on mature research on organizational purpose, stakeholder theory, and phronesis, and advances the concept of "e;needs."e; This provides a new lens for understanding the sustainable and responsible business case: First, people are motivated by their needs, and organizations represent social structures that facilitate the satisfaction of shared needs. Second, needs reflect and combine social, environmental, and economic concerns, making sustainability and responsibility more realizable for practitioners. And third, needs provide a reference point for holistic value creation and can thus align knowledge processes and structures in organizations.

This book contributes to an improved understanding of knowledge-intensive business services and knowledge management issues. It offers a complex overview of literature devoted to these topics and introduces the concept of 'knowledge flows', which constitutes a missing link in the previous knowledge management theories.

Addressing paradigmatic changes in value creation due to the development of digital technologies applied to manufacturing (additive manufacturing, IoT, robotics, etc.), it includes theoretical and empirical contributions on how Industry 4.0 technologies allow firms to create and exploit knowledge.

It also provides a fresh reading of active learning methods, by adopting a knowledge management viewpoint that is broadly applicable, whether helping students master content in university courses, or helping organizations learn and change.The book is divided into three main sections: a) methods and theories for adult teaching and learning;

Addressing paradigmatic changes in value creation due to the development of digital technologies applied to manufacturing (additive manufacturing, IoT, robotics, etc.), it includes theoretical and empirical contributions on how Industry 4.0 technologies allow firms to create and exploit knowledge.

This book is intended to spark a discourse on, and contribute to finding a clear consensus in, the debate between conceptualizing a knowledge strategy and planning a knowledge strategy.

It also provides a fresh reading of active learning methods, by adopting a knowledge management viewpoint that is broadly applicable, whether helping students master content in university courses, or helping organizations learn and change.The book is divided into three main sections: a) methods and theories for adult teaching and learning;

Knowledge management (KM) is about managing the lifecycle of knowledge consisting of creating, storing, sharing and applying knowledge. The first focuses on capturing knowledge using technology and the latter on the process of socializing for sharing and creating knowledge.

This book argues that by integrating effective knowledge management (KM) with project management (PM), the overall project success rate can be improved significantly. It brings together the latest ideas and research on shared approaches to improve performance based on the research and experience of academics and practitioners.

This volume explores the challenge of engaging knowledge management in a sharing economy. In a hyper-competitive business environment, everything tends to be digital, virtual and highly networked, which raises the issue of how knowledge management can support the decision whether or not to share strategic resources or capabilities.

This book presents a series of studies that demonstrate the value of interactions between knowledge management with the arts and humanities. On the other, the chapters discuss knowledge management models and practices such as virtual knowledge space (BA) design, social networking and knowledge sharing, data mining and knowledge discovery tools.

This book investigates organizational learning from a variety ofinformation processing perspectives. Continuous change and complexity inregulatory, social and economic environments are increasingly forcingorganizations and their employees to acquire the necessary job-specificknowledge at the right time and in the right format. Though many regulatorydocuments are now available in digital form, their complexity and diversitymake identifying the relevant elements for a particular context a challenging task.In such scenarios, business processes tend to be important sources ofknowledge, containing rich but in many cases embedded, hidden knowledge. This book discusses the possible connection between businessprocess models and corporate knowledge assets; knowledge extraction approachesbased on organizational processes; developing and maintaining corporateknowledge bases; and semantic business process management and its relation toorganizational learning approaches. The individual chapters reveal the differentelements of a knowledge management solution designed to extract, organize andpreserve the knowledge embedded in business processes so as to: enrichorganizational knowledge bases in a systematic and controlled way, supportemployees in acquiring job role-specific knowledge, promote organizationallearning, and steer human capital investment. All of these topics are analyzedon the basis of real-world cases from the domains of insurance, food safety,innovation, and funding.

This volume explores the challenge of engaging knowledge management in a sharing economy. In a hyper-competitive business environment, everything tends to be digital, virtual and highly networked, which raises the issue of how knowledge management can support the decision whether or not to share strategic resources or capabilities.

This book investigates organizational learning from a variety ofinformation processing perspectives. Continuous change and complexity inregulatory, social and economic environments are increasingly forcingorganizations and their employees to acquire the necessary job-specificknowledge at the right time and in the right format. Though many regulatorydocuments are now available in digital form, their complexity and diversitymake identifying the relevant elements for a particular context a challenging task.In such scenarios, business processes tend to be important sources ofknowledge, containing rich but in many cases embedded, hidden knowledge. This book discusses the possible connection between businessprocess models and corporate knowledge assets; knowledge extraction approachesbased on organizational processes; developing and maintaining corporateknowledge bases; and semantic business process management and its relation toorganizational learning approaches. The individual chapters reveal the differentelements of a knowledge management solution designed to extract, organize andpreserve the knowledge embedded in business processes so as to: enrichorganizational knowledge bases in a systematic and controlled way, supportemployees in acquiring job role-specific knowledge, promote organizationallearning, and steer human capital investment. All of these topics are analyzedon the basis of real-world cases from the domains of insurance, food safety,innovation, and funding.

Knowledge management (KM) is about managing the lifecycle of knowledge consisting of creating, storing, sharing and applying knowledge. The first focuses on capturing knowledge using technology and the latter on the process of socializing for sharing and creating knowledge.

This book celebrates the past, present and future of knowledge management. The book also provides guidance for future research by drawing together authoritative views from people currently facing and engaging with the challenge of knowledge management, who signal a bright future for the field.

This book argues that by integrating effective knowledge management (KM) with project management (PM), the overall project success rate can be improved significantly. It brings together the latest ideas and research on shared approaches to improve performance based on the research and experience of academics and practitioners.

This book celebrates the past, present and future of knowledge management. The book also provides guidance for future research by drawing together authoritative views from people currently facing and engaging with the challenge of knowledge management, who signal a bright future for the field.