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Working Knowledge: How Organizations Manage What They Know (Hardcover)

by Thomas H. Davenport (Author), Laurence Prusak (Author) "KNOWLEDGE is neither data nor information, though it is related to both, and the differences between these terms are often a matter of degree ..." (more)

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Product details

Hardcover: 224 pages
Publisher: Harvard Business School Press (1 Dec 1997)
Language English
ISBN-10: 0875846556
ISBN-13: 978-0875846552
Product Dimensions: 23.6 x 16 x 2.3 cm

Average Customer Review: 4.8 out of 5 stars See all reviews (14 customer reviews)

Amazon.co.uk Sales Rank: 360,801 in Books (See Bestsellers in Books)
Popular in this category:
#93 in Books > Business, Finance & Law > Management > Knowledge Management

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Product Description

Amazon.co.uk Review

When new-car developers at Ford Motor Company wanted to learn why the original Taurus design team was so successful, no-one could tell them. No-one remembered or had recorded what made that effort so special; the knowledge gained in the Taurus project was lost forever. Indeed, the most valuable asset in any company is probably also its most elusive and difficult to manage: knowledge. Authors Thomas H Davenport and Laurence Prusak assert that learning how to identify, manage and foster knowledge is vital for companies who hope to compete in today's fast-moving global economy.

Working Knowledge examines how knowledge can be nurtured in organisations. Building trust throughout a company is the key to creating a knowledge-orientated corporate culture, a positive environment in which employees are encouraged to make decisions that are efficient, productive and innovative. The book includes numerous examples of successful knowledge projects at companies such as British Petroleum, 3M, Mobil Oil and Hewlett-Packard. Concise and clearly written, Working Knowledge is an excellent resource for managers who want to better harness the experience and wisdom within their organisations. --Jake Bond --This text refers to the Paperback edition.

Product Description

The definitive primer on knowledge management, this book will establish the enduring vocabulary and concepts and serve as the hands-on resource of choice for fast companies that recognize knowledge as the only sustainable source of competitive advantage. Drawing on their work with more than 30 knowledge-rich firms, the authors-experienced consultants with a track record of success-examine how all types of companies can effectively understand, analyze, measure, and manage their intellectual assets, turning corporate knowledge into market value. They consider such questions as: What key cultural and behavioral issues must managers address to use knowledge effectively?; What are the best ways to incorporate technology into knowledge work?; What does a successful knowledge project look like-and how do you know when it has succeeded? In the end, say the authors, the human qualities of knowledge-experience, intuition, and beliefs-are the most valuable and the most difficult to manage. Applying the insights of Working Knowledge is every manager's first step on that rewarding road to long-term success.

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Inside This Book (Learn More)

First Sentence
KNOWLEDGE is neither data nor information, though it is related to both, and the differences between these terms are often a matter of degree. Read the first page

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	75% buy the item featured on this page: Working Knowledge: How Organizations Manage What They Know 4.8 out of 5 stars (14) �17.84
	11% buy Learning to Fly: Practical Knowledge Management from Leading and Learning Organizations 4.9 out of 5 stars (7) �13.04
	5% buy The Complete Idiot's Guide to Knowledge Management 5.0 out of 5 stars (1) �8.98
	5% buy The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation 4.7 out of 5 stars (3) �16.78

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Customer Reviews

14 Reviews

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4 star:		(1)
3 star:		(1)
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4.8 out of 5 stars (14 customer reviews)

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Most Helpful Customer Reviews

12 of 12 people found the following review helpful:

5.0 out of 5 stars First Great Book of Best Practices for Knowledge Management, 27 May 2004

By	Professor Donald Mitchell "Jesus Makes Me a P... (Boston) - See all my reviews (TOP 10 REVIEWER)

Although knowledge management is an irresistible concept, your progress in this area is anything but assurred. Knowledge management is a hot topic, but it is usually pushed by people who want to sell you something. As a result, you can end up with a lot of technology that will not help you to manage your knowledge. As insurance against getting started in the wrong direction, I suggest you read Working Knowledge as a first step.

Davenport and Prusak have examined 39 organizations that are well above average users of their knowledge. The case histories will give you a practical sense of what works that would take you years of false steps to duplicate in your organization.

Then, even more helpfully, the authors outline the key lessons of these top performers for you to follow. I especially recommend chapter 9 on The Pragmatics of Knowledge Management.

Any new initiative will run into problems and fall back. A great book to read next is The Dance of Change, which focuses squarely on that issue.

Any book has to narrow its focus to be successful. That focus creates a vulnerability. In this book, the vulnerability is not looking far enough ahead for more effective ways to do knowledge management that no one is yet doing. For example, the potential to share knowledge among top best practice organizations is enormous. More attention is needed here.

But do buy, read, and apply the lessons of this book. It's a great place to start!

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9 of 9 people found the following review helpful:

5.0 out of 5 stars The best practical overview of KM I have found, 20 Jul 2001

By	rob@blackettpacket.fsnet.co.uk (UK) - See all my reviews

This review is from: Working Knowledge: How Organizations Manage What They Know (Paperback)

This is a must-read for anyone interested in knowledge management, especially if they need to understand how knowledge is operating in their organization and how to improve "knowledge efficiency". It avoids all the jargon, contains a lot of appropriate references and mini case studies. It is really easy to read and understand while at the same time giving the topic in its true status.

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9 of 9 people found the following review helpful:

5.0 out of 5 stars KEY LESSONS OF MAKING KNOWLEDGE MANAGEMENT WORK, 8 April 1999

By A Customer

If you are like most people, you are a victim of "stalled" thinking about how to make knowledge transfer work better in your organization. As the authors point out, many people believe things that will not work in practice, such as "build it and they will come" from a technology resource sharing perspective that all one needs to do is have the resource available. Unlike the theory about knowledge management, Davenport and Prusak have investigated many organizations to learn what does and does not work. Unlike some books that are no more than a few case histories strung together, the authors concisely use examples to examplify the key points of what they have learned. In their parlance, this book is full of "knowledge" rather than just "information" or "data." They are also astute observers, and notice things that many might miss. A key example of their astuteness is the observation that those who are expected to share must be given some meaningful incentive to do so. In these days of downsizing, rightsizing, etc., those with knowledge often see that knowledge as a security blanket for an economic livelihood. You have to provide some incentive to share that matches or exceeds the incentive to hoard knowledge. You need to read and understand the lessons of this book if you want to get further along in using the knowledge that is available (both in and outside of your company) to achieve greater results. A terrific book on the related subject of how to create new knowledge and use that knowledge to then create much greater results is "The 2,000 Percent Solution."

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Most Recent Customer Reviews

3.0 out of 5 stars Not bad - but not good either
I thought that I should share my knowledge of this title having read it during the last two weeks. ;-) First the good points - it's a good introduction to the subject, it's easy... Read more

Published on 1 April 2001

5.0 out of 5 stars Excellent book on corporate knowledge management.
One of the very few management books I've read cover to cover in the course of a couple of evenings. Read more

Published on 6 Jul 2000 by pjm@ecco.com

4.0 out of 5 stars Read this early. It is a good starter book.
Interesting and illuminating read. Has reinforced many of the ideas presented by other workers (Nonaka et al, Polanyi etc). Can recommend this book as a good point to start.

Published on 11 Feb 2000 by P. Keogh

5.0 out of 5 stars At 178 pages it packs a big punch
Short and to the point. This book can be read in one night and will make you think for many more.

Published on 26 Aug 1999

5.0 out of 5 stars Best of the bunch!
I ordered four books on the subject of Knowledge Management. One was thrown away. THIS ONE has become required reading in our department.

Published on 18 Jun 1999

5.0 out of 5 stars A best book to start with - on Knowledge Management
This book has a simple approach and giving a very clear information on what Knowledge Managment is all about. Read more

Published on 7 May 1999

5.0 out of 5 stars knowledgement management
about our memory over this theme

Published on 2 Mar 1999

5.0 out of 5 stars Knowledge Managment Defined
About a year ago I began doing research on this concept of knowledge management. I was lucky enough to stumble onto KMGMT through computerworld magazine, where Dr. Read more

Published on 20 Jul 1998

5.0 out of 5 stars Very clear: outstanding!
Although quite new to knowledge management, this book was for me a pleasure to read! One of the former reviewers, Mark Mazzie, actually told all... I simply agree with him!

Published on 3 April 1998

5.0 out of 5 stars Excellent overview of the field
In addition to providing a clear and concise overview of the field, the bibliography alone is worth the price of the book.

Published on 25 Mar 1998

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