Knowledge Unplugged: The McKinsey & Company Global Survey on Knowledge Management

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Knowledge Management - Lessons - Tes Teach

Borg, G. Perceived exertion: A note on history and method. Medicine and Science in Sport and Exercise, 5, Bryson, J. Cases 8th ed. Hofer, R. The transition to professional management: mission impossible? American Journal of Small Business, 9 1 , pp. David, F. New Jersey Ohmae, K. Organizational Development.

Knowledge Management Strategy

Ghani, K. Critical internal and external factors that affect firms strategic planning. Giovannucci, D. Liu, and A. Adding value: certified coffee trade in North America. Pages 33—49 in P. Liu, editor.


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Value-adding standards in the North American food market—trade opportunities on certified products for developing countries. Is knowledge management losing ground? Developments among Icelandic SMEs. Spender, "Organizational knowledge, learning and memory: three concepts in search of a theory", Journal of Organizational Change Management, Vol. Jashapara, A. Knowledge management an integrated approach second ed.

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Sydney: Prentice Hall. Jegathesan, J.

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Creating and marketing and ideal investment environment. Asian Academy of Management Journal, 1 1 , pp. Kaplinsky, R. Innovation and competitiveness: Trends in unit prices in global trade. Oxford Development Studies, 33 , King, W. Marks, and S.

The most important issues in knowledge management. Communications of the ACM 45 9 : 93— Kluge, J. Knowledge Unplugged. Houndsmills: Palgrave. Management, 16 3 , Management, 20 11 , Lewin, B. World Bank, Washington D. Lisa G. Mark W. Salisbury, "Putting theory into practice to build knowledge management systems", Journal of Knowledge Management, Vol. Matusik, F. The utilization of contingent work, knowledge creation, and competitive advantage, The Academy of Management Review, 23 4 , Authors: Kluge , J. Knowledge Unplugged announces the results of a major survey on knowledge management practice within the most influential companies in the world, by the most influential management consultancy group in the world.

The McKinsey Knowledge Management team interviewed top executives and also investigated how far their plans were implemented in practise, in 40 companies in the US, Europe and Japan.

In many companies they discovered a significant gap between the vision at the top and the reality on the shop floor. Knowledge Unplugged draws together their findings and presents a practical guide to improving knowledge building and sharing at all levels within an organisation, vividly illustrated with case studies of best practice and common pitfalls. It also goes further and challenges companies to abandon convention and to liberate Knowledge Management from the hands of the IT department!

They argue that Knowledge management is much more than simply installing a new database and can only be successful when it is at the heart of everyday personal exchanges, personal incentives and personal responsibilities at every level of the firm.

Knowledge Management

Summaries at the end of each chapter reinforced the points made and the case studies throughout helped illustrate the theory I found the survey thought-provoking JavaScript is currently disabled, this site works much better if you enable JavaScript in your browser. Publishing With Us.

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