Knowledge Management in Theory and Practice

First published in 2011. Routledge is an imprint of Taylor & Francis, an informa company.

Table of Contents:
1 Introduction to Knowledge Management What Is Knowledge Management? Multidisciplinary Nature of Knowledge Management The Two Major Types of Knowledge The Concept Analysis Technique History of Knowledge Management From Physical Assets to Knowledge Assets Organizational Perspectives on Knowledge Management Why Is Knowledge Management Important Today? Knowledge Management for Individuals, Communities, and Organizations 2 The Knowledge Management Cycle Major Approaches to the Knowledge Management Cycle The Zack Knowledge Management Cycle The Bukowitz and Williams Knowledge Management Cycle The McElroy Knowledge Management Cycle The Wiig Knowledge Management Cycle An Integrated Knowledge Management Cycle Strategic Implications of the Knowledge Management Cycle Practical Considerations for Managing Knowledge 3 Knowledge Management Models Major Theoretical Knowledge Management Models The von Krogh and Roos Model of Organizational Epistemology The Nonaka and Takeuchi Knowledge Spiral Model The Knowledge Creation Process Knowledge Conversion Knowledge Spiral The Choo Sense-making Knowledge Model The Wiig Model for Building and Using Knowledge The Boisot I-Space Knowledge Model Complex Adaptive Systems Models of Knowledge Management Strategic Implications of Knowledge Management Models Practical Implications of Knowledge Management Models 4 Knowledge Capture and Codification Tacit Knowledge Capture Tacit Knowledge Capture a t Individual and Group Levels Interviewing Experts Structured Interviewing Stories Strategic Implications of Knowledge Sharing Practical Implications of Knowledge Sharing 6 Knowledge Applications Knowledge Application at the Individual Level Characteristics of Individual Knowledge Workers Bloom's Taxonomy of Learning Objectives Task Analysis and Modeling EPSS Knowledge Application at Group and Organizational Levels Knowledge Reuse Knowledge Repositories Strategic Implications of Knowledge Application Practical Implications of Knowledge Application 7 The Role of Organizational Culture Different Types of Cultures Organizational Culture Analysis Culture at the Foundation of KM The Effects of Culture on Individuals Cultural Transformation to a Knowledge-Sharing Culture Organizational Maturity Models Maturity Models CoP Maturity Models Strategic Implications of Organizational Culture Practical Implications of Organizational Culture 8 Knowledge Management Tools Knowledge Capture and Creation Tools Content Creation Tools Data Mining and Knowledge Discovery Blogs Content Management Tools Knowledge Sharing and Dissemination Tools Groupware and Collaboration Tools Wikis Networking Technologies Knowledge Acquisition and Application Tools Intelligent Filtering Tools Adaptive Technologies Strategic Implications of KM Tools and Techniques Practical Implications of KM Tools and Techniques 9 KM Strategy and Metrics Knowledge Management Strategy Knowledge Audit Gap Analysis The KM Strategy Road Map The Management of Organizational Memory Balancing Innovation and Organizational Structure Historical Overview of Metrics in KM KM Metrics The Benchmarking Method The Balanced Scorecard Method The House of Quality Method 10 The KM Team Major Categories of KM Roles Senior Management Roles KM Roles and Responsibilities within Organizations The KM Profession The Ethics of KM 11 Future Challenges for KM Political Issues Regarding Access The Politics of Organizational Context and Culture How to Provide Incentives for Knowledge Sharing Shift to Knowledge-Based Assets Future Challenges for KM Research Issues A Postmodern KM? Concluding Thoughts Glossary Index

Review :
"Although there is a wealth of literature about KM, few textbooks are available. As a rule, even where textbooks exist, I do not generally review them. However, I am making an exception in the case of Dr. Kimiz Dalkir's new textbook because of its exceptional quality, comprehensive scope, and potential usefulness for both practitioners and academics." Karen Takle Quinn, FaultLine