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Informationen zum Autor Larry Prusak is a researcher and consultant and was the founder and Executive Director of the Institute for Knowledge Management (IKM). This was a global consortium of member organizations engaged in advancing the practice of knowledge management through action research. Larry has had extensive experience, within the U.S. and internationally, in helping organizations work with their information and knowledge resources. He has also consulted with many U.S. and overseas government agencies and international organizations (NGO's). He currently co-directs 'Working Knowledge', a knowledge research program at Babson College, where he is a Distinguished Scholar in Residence. Larry's most recent book (co-authored with Tom Davenport) is What's the Big Idea?, published by Harvard Business School Press in Spring, 2003. He has also recently edited a volume with E. Lesser, Creating Value with Knowledge (Oxford University Press, 2003).Eric Matson is a manager in McKinsey's Institute for Corporate Excellence, where he leads research efforts to better understand the drivers of enduring corporate performance. His currently focuses on profiling the world's leading companies to better understand how they excel in selected areas such as network management, knowledge management, and talent management.Prior to joining McKinsey in 1999, Mr. Matson worked as a writer for Fast Company magazine and as a consultant for Monitor Company. His recent publications include 'The Performance Variability Dilemma' (Sloan Management Review, 2003), 'Strengthening Your Organization's Internal Knowledge Market' (Organizational Dynamics, 2003), 'Leveraging Group Knowledge for High Performance Decision Making' (Organizational Dynamics, 2002), and 'Managing the Knowledge Manager' (McKinsey Quarterly, 2001). Klappentext Featuring key readings on knowledge management for graduate students and MBAs, this volume focuses on what is happening in practice. It includes seminal contributions from leading authorities and practitioners, providing a compelling picture of how knowledge and learning work in practice by including detailed examples from organizations such as Chevron, Nucor Steel, Partners Healthcare, and Xerox. Zusammenfassung Key readings on knowledge management for graduate students and MBAs, this volume focuses on what is happening in practice. It includes seminal contributison from leading authorities and practitioners, providing a compelling picture of how knowledge and learning work in practice by including detailed examples from organizations such as Chevron, Nucor Steel, Partners Healthcare, and Xerox. Inhaltsverzeichnis Introduction and Overview The Strategic Importance of Knowledge and Learning 1: Robert Grant: Knowledge Management and the Knowledge-Based Economy 2: Michael H. Zack: Developing a Knowledge Strategy 3: Atul Gawande: The Learning Curve 4: Gerardo Pattriotta: Knowlege-In-The-Making: The 'Construction' of Fiat's Melfi Factory 5: Dorothy Leonard and Walter Swap: Generating Creative Options 6: Salvatore Parise and Laurence Prusak: Partnerships for Knowledge Creation Knowledge Retention and Organizational Learning 7: Arnold Kransdorff and Russell Williams: Swing Doors and Musical Chairs 8: Linda Argote: Organizational Memory 9: John Seely Brown and Paul Duguid: Balancing Act: How to Capture Knowledge Without Killing It Knowledge Transfer and Dissemination 10: Kenneth T. Derr: Managing Knowledge the Chevron Way 11: Gabriel Szulanski and Sidney Winter: Getting it Right the Second Time 12: Lowell L. Bryan: Making a Market in Knowledge 13: Eric Matson and Laurence Prusak: The Performance Variability Dilemma Social Perspectives 14: Anil K. Gupta and Vijay Govindarajan: Knowledge Management's Social Dimension: Lessons from Nucor Steel 15: W. Chan Kim and Renée Mauborgne: Fair Process: Managing in the Knowled...
