- Hardcover: 452 pages
- Publisher: MIT Press; illustrated edition edition (2 Feb 2001)
- Language English
- ISBN-10: 0262133849
- ISBN-13: 978-0262133845
- Product Dimensions: 22.9 x 17.8 x 3.3 cm
- Average Customer Review: 5.0 out of 5 stars See all reviews (2 customer reviews)
- Amazon Bestsellers Rank: 4,430,842 in Books (See Top 100 in Books)
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More About the Author
Product Description
Product Description
This book provides an introduction to the field of knowledge management. Taking a learning-centric rather than information-centric approach, it emphasizes the continuous acquisition and application of knowledge. The book is organized into three sections, each opening with a classic work from a leader in the field. The first section, "Strategy", discusses the motivation for knowledge management and how to structure a knowledge management programme. The second section, "Process", discusses the use of knowledge management to make existing practices more effective, the speeding up of organizational learning, and effective methods for implementing knowledge management. The third section, "Metrics", discusses how to measure the impact of knowledge management on an organization. In addition to the classic essays, each section contains unpublished works that further develop the foundational concepts and strategies.
About the Author
Daryl Morey is Senior Knowledge Management Engineer at the MITRE Corporation. Mark Maybury is Executive Director of the Information Technology Division at the MITRE Corporation. and Bhavani Thuraisingham is Head of the Data and Information Management Department at the MITRE Corporation.
--This text refers to the
Paperback
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Customer Reviews
Most Helpful Customer Reviews
3 of 3 people found the following review helpful
Format:Hardcover
This book is emblazoned across the top of more than a dozen journals and magazines and a mere click away on thousands more Web sites. It is the subject of mountains of scholarly papers and books, and the cause behind numerous conferences and meetings. It is Knowledge Management, a new paradigm that has firmly stamped its formidable presence on both academia and business. Although a single paradigm may serve many groups for a while, eventually as newer theories evolve, people begin taking sides. .
Learning-centric vs. information-centric are two such sides in the maturation of Knowledge Management. Weighing in on the side of the learning-centric group is this latest release from MIT Press, edited by two MITRE knowledge management experts.
Identifying, managing, and sharing are key to this approach. The MITRE editors differ, contending that “it does not matter how you manage your information if it cannot be understood and turned into actionable knowledge—the ability to do.” Their learning-centric bias then “emphasizes that knowledge is the capability to act effectively and is derived from learning.”
In support of their view, Morey, Maybury, and Thuraisingham have culled from eighteen papers written by champions of the learning-centric approach, and divided them into three view-defining sections: Strategy, Process, and Metrics. Contributions range from what the editors call “Classic Work,” influential and seminal insight by such thinkers in the field as Peter Senge, Takeuchi and Nonaka, and Kaplan and Norton. Still others are authored by the equally well-known theorists and practitioners Karl-Erik Sveiby, Rüdiger Reinhardt, and Gordon Petrash. Wending their way to a fuller understanding of the learning-centric view, the papers touch on the hot buttons of the Knowledge Management movement: building learning organizations, tacit knowledge, knowledge sharing, learning and growth, intellectual capital, and knowledge creation, to name but a few.
In a deft use of their own position that information is actionable knowledge, the editors make the book do double duty by also showing the reader how to use the individual papers as a handbook to help start their organization’s own Knowledge Management movement. The Preface organizes eleven of the papers into a collection that outlines the process to follow. It concludes with a note of encouragement: “Knowledge management programs can yield impressive benefits to individuals and organizations if they are purposeful, concrete, and action oriented. Make yours so.”
Margaret Wheatley’s Introduction to the book is a brief but remarkable entryway into both the discipline of Knowledge Management as well as the lessons to be learned from the papers within.
Wheatley leaves the reader with a common sense guide to tote along on the journey.
Format:Hardcover
This book offers a learning-centered introduction to the field of knowledge management. Each of the three sections (Strategy, Process, Metrics) sets the tone with an opening essay by a well known authority in the field. Several previously unpublished essays that develop the chapter follow each opening piece. This convenient plan makes it possible for time-pressed readers to get the gist of the matter by reading only three or four essays in the area that most concerns them. It also allows readers with a consuming interest in the subject to get all of the details they could possibly desire. Some of the essays are accessible; some are quite heavy going, laden with jargon and dense academic prose that only a specialist could decipher. Thus, we are grateful that the editors have made it so easy for readers to find what they need to know in this well-organized, thorough study of the field of knowledge management.
Most Helpful Customer Reviews on Amazon.com (beta)
Amazon.com:
5 reviews
32 of 32 people found the following review helpful
List of included works
23 Jan 2001
Format:Hardcover
I am the editor for this book and I thought it would be helpful to include an overview of the target audience and highlights of the included works in the collection.
This collection is a targetted at leaders in government, industry, or academia who are interested in starting or evaluating a knowledge management program, are currently implementing a knowledge management program, or are simply interested in expanding their understanding of knowledge management.
Featured works include:
Introduction by Margaret Wheatley on, "Can Knowledge Management Succeed Where Other Efforts Have Failed?"
A reflection by Peter Senge on what has been learned since his seminal, "The Leader's New Work: Building Learning Organizations"
Dr. David J. Skyrme on "Developing a Knowledge Strategy: From Management to Leadership"
An introduction by Bipin Junnarkar, CKO of Gateway, on "Sharing and Building Context"
A reflection by Hirotaka Takeuchi and Ikujiro Nonaka on what has been learned since their seminal work, "The Knowledge Creating Company"
Dorothy Leonard on "Tacit Knowledge, Unarticulated Needs and Empathic Design in New Product Development"
Dr. Karl-Erik Sveiby on "Measuring Intangibles and Intellectual Capital"
Dr. Nick Bontis on "Managing Organizational Knowledge by Diagnosing Intellectual Capital"
7 of 8 people found the following review helpful
List of included works
23 Jan 2001
Format:Hardcover
I am the editor for this book and I thought it would be helpful to include an overview of the target audience and highlights of the included works in the collection.
This collection is a targetted at leaders in government, industry, or academia who are interested in starting or evaluating a knowledge management program, are currently implementing a knowledge management program, or are simply interested in expanding their understanding of knowledge management.
Featured works include:
Introduction by Margaret Wheatley on, "Can Knowledge Management Succeed Where Other Efforts Have Failed?"
A reflection by Peter Senge on what has been learned since his seminal, "The Leader's New Work: Building Learning Organizations"
Dr. David J. Skyrme on "Developing a Knowledge Strategy: From Management to Leadership"
An introduction by Bipin Junnarkar, CKO of Gateway, on "Sharing and Building Context"
A reflection by Hirotaka Takeuchi and Ikujiro Nonaka on what has been learned since their seminal work, "The Knowledge Creating Company"
Dorothy Leonard on "Tacit Knowledge, Unarticulated Needs and Empathic Design in New Product Development"
Dr. Karl-Erik Sveiby on "Measuring Intangibles and Intellectual Capital"
Dr. Nick Bontis on "Managing Organizational Knowledge by Diagnosing Intellectual Capital"
4 of 5 people found the following review helpful
The learning-centric alternative for knowledge management
25 Mar 2005
Format:Paperback
At the start of each episode of the mysterious, brain-twisting 1960s spy/science fiction series, The Prisoner, Patrick McGoohan would declare: "I will not be pushed, filed, stamped, indexed, briefed, debriefed, or numbered!" This could well be the rallying cry for the perspective on knowledge management taken by the contributors to this 451-page volume. The 18 pieces are gathered into three groups covering strategy, process, and metrics. Although the volume can certainly serve well as a general introduction to knowledge management, the editors make no bones about their distinctly learning-centric (as distinct from information-centric) perspective that they take.
The information-centric approach, which has been dominant in the field until recently (and still is among consultants with IT systems to sell), emphasizes knowledge as explicit, and as susceptible of being captured, stored, and processed. The contributors to this book instead emphasize the continuous generation, acquisition and application of knowledge in its human and cultural context. This perspective permeates each of the essays and all three of the sections. Those sections begin with a classic work then move onto more contemporary thinking along compatible lines.
The "Strategy" section, which begins with two pieces by Peter Senge, examines the motivation for knowledge management and explores how to structure a knowledge management program. Takeuchi and Nonaka's classic paper, "Theory of Organizational Knowledge Creation" opens the "Process" section, which looks at how managers can implement knowledge management effectively, applying it to help make existing practices more effective and to speed up organizational learning. The final section on Metrics covers the use of the Balanced Scorecard, the measurement of intangibles, and metrics for knowledge sharing.
Busy executives need not be deterred by the length of this book. They can read the opening classic pieces, then look only at those following pieces with the most relevance to their concerns and circumstances. Margaret Wheatley's introduction, "Can Knowledge Management Succeed Where Other Efforts Have Failed?", is well worth reading for her concise and lucid account of the common beliefs in organizations that have caused problems for KM. These include beliefs that organizations are machines, only material things are real, that only numbers are real, that you can only manage what you can measure, and that technology is the savior.
The information-centric approach, which has been dominant in the field until recently (and still is among consultants with IT systems to sell), emphasizes knowledge as explicit, and as susceptible of being captured, stored, and processed. The contributors to this book instead emphasize the continuous generation, acquisition and application of knowledge in its human and cultural context. This perspective permeates each of the essays and all three of the sections. Those sections begin with a classic work then move onto more contemporary thinking along compatible lines.
The "Strategy" section, which begins with two pieces by Peter Senge, examines the motivation for knowledge management and explores how to structure a knowledge management program. Takeuchi and Nonaka's classic paper, "Theory of Organizational Knowledge Creation" opens the "Process" section, which looks at how managers can implement knowledge management effectively, applying it to help make existing practices more effective and to speed up organizational learning. The final section on Metrics covers the use of the Balanced Scorecard, the measurement of intangibles, and metrics for knowledge sharing.
Busy executives need not be deterred by the length of this book. They can read the opening classic pieces, then look only at those following pieces with the most relevance to their concerns and circumstances. Margaret Wheatley's introduction, "Can Knowledge Management Succeed Where Other Efforts Have Failed?", is well worth reading for her concise and lucid account of the common beliefs in organizations that have caused problems for KM. These include beliefs that organizations are machines, only material things are real, that only numbers are real, that you can only manage what you can measure, and that technology is the savior.
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