简介
The mid-1990s saw the rise of an important movement: a recognition that organizational knowledge, in its various forms and attributes, could be an important source of competitive advantage in the marketplace. Knowledge management has become one of the core competencies in today's competitive environment, where so much value in companies resides in their people, systems, and processes. Creating Value with Knowledge: Insights from the IBM Institute for Knowledge-based Organizationexamines a variety of important knowledge-related topics, some of which has been previously published in such journals as the Harvard Business Review, the California Management Review, and the Sloan Management Review,such as the use of informal networks, communities of practice, the impact of knowledge on successful alliances, social capital and trust, narrative and storytelling and the use of human intermediaries in the knowledge management process. It includes contributions from such leading thinkers as Lawrence Prusak, Dorothy Leonard, Eric Lesser, Rob Cross, and David Snowden. This book synthesizes some of the best thinking by the IBM Institute for Knowledge-Based Organizations, a think tank whose research agenda focuses on the management methods for deriving tangible business value from knowledge management and their real-world application.
目录
Contents 12
Foreword 6
Contributors 14
Introduction 20
PART I: SOCIAL CAPITAL 26
1 How to Invest in Social Capital 30
2 Fast Friends\u2014Virtuality and Social Capital 41
3 Trust and Knowledge Sharing: A Critical Combination 53
PART II: SOCIAL NETWORK ANALYSIS 60
4 Six Myths about Informal Networks\u2014and How to Overcome Them 64
5 Knowing What We Know: Supporting Knowledge Creation and Sharing in Social Networks 78
6 Making Invisible Work Visible: Using Social Network Analysis to Support Strategic Collaboration 99
PART III: COMMUNITIES OF PRACTICE 120
7 Communities of Practice and Organizational Performance 124
8 Keeping Communities of Practice Afloat: Understanding and Fostering Roles in Communities 141
9 Learning from the Connected Customer: Enhancing Customer Web Sites with Community 151
PART IV: KNOWLEDGE AND STRATEGIC ALLIANCES 158
10 Knowledge Resource Exchange in Strategic Alliances 162
11 Leveraging Knowledge Management across Strategic Alliances 185
PART V: STORYTELLING 194
12 Using Mentoring and Storytelling to Transfer Knowledge in the Workplace 198
13 Narrative Patterns: The Perils and Possibilities of Using Story in Organizations 218
Index 234
A 234
B 234
C 234
D 235
E 235
F 235
G 235
H 235
I 236
J 236
K 236
L 236
M 236
N 237
O 237
P 237
R 237
S 238
T 239
U 239
V 239
W 239
Foreword 6
Contributors 14
Introduction 20
PART I: SOCIAL CAPITAL 26
1 How to Invest in Social Capital 30
2 Fast Friends\u2014Virtuality and Social Capital 41
3 Trust and Knowledge Sharing: A Critical Combination 53
PART II: SOCIAL NETWORK ANALYSIS 60
4 Six Myths about Informal Networks\u2014and How to Overcome Them 64
5 Knowing What We Know: Supporting Knowledge Creation and Sharing in Social Networks 78
6 Making Invisible Work Visible: Using Social Network Analysis to Support Strategic Collaboration 99
PART III: COMMUNITIES OF PRACTICE 120
7 Communities of Practice and Organizational Performance 124
8 Keeping Communities of Practice Afloat: Understanding and Fostering Roles in Communities 141
9 Learning from the Connected Customer: Enhancing Customer Web Sites with Community 151
PART IV: KNOWLEDGE AND STRATEGIC ALLIANCES 158
10 Knowledge Resource Exchange in Strategic Alliances 162
11 Leveraging Knowledge Management across Strategic Alliances 185
PART V: STORYTELLING 194
12 Using Mentoring and Storytelling to Transfer Knowledge in the Workplace 198
13 Narrative Patterns: The Perils and Possibilities of Using Story in Organizations 218
Index 234
A 234
B 234
C 234
D 235
E 235
F 235
G 235
H 235
I 236
J 236
K 236
L 236
M 236
N 237
O 237
P 237
R 237
S 238
T 239
U 239
V 239
W 239
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