Lack of preparation is every manager's nightmare.
Do you find yourself needing to get up to speed on a particular subject in time for an important meeting or event? Are you struggling to find both the time and the patience to track down the most appropriate material?
Then look no further than Emerald Management Briefings! Management Briefings provide you with a detailed insight into your chosen topic and comprise up to six specially-selected articles from the 40,000-strong Emerald Fulltext article database which is selected by 98% of the world's 100 top business schools as listed by the Financial Times.
Not sure what to expect? Have a look at this sample of an Emerald Fulltext article to find out.
You will need the Adobe Acrobat reader to view this article and to view our Management Briefings.
At the centre of every successful organization is the knowledge of key managers and their ability to apply it. In a globally competitive world, it is becoming increasingly important to capture knowledge, develop people and establish lifelong learning to continue to compete at the leading edge of business.
By definition, managing knowledge is not what "knowledge management" is about. It is about exploiting and realizing knowledge in the workforce, fostering a culture where knowledge sharing can thrive and how an organization develops its people and their knowledge as individuals, as teams and at an organizational level.
Knowledge relies not on technology but on people, who have knowledge, develop it and act on the basis of it. Knowledge is likely to play a big part in corporate culture in the new millennium. To quote the head of knowledge management at Unilever, David Smith, "Knowledge management is the only long-term, sustainable source of competitive advantage."
Knowledge management expert Paul Quintas believes that many mistakes have been made and will continue to be made in KM initiatives until organizations fully understand what KM can do for them. For example, one of the most famous of these mistakes is to concentrate entirely on the knowledge individuals and the organization already has. Whilst tapping into knowledge assets is of course very important, it is also equally important to create a new knowledge environment.
At a basic level, Quintas believes that KM is about putting knowledge "centre stage" in all business and organizational processes. A potential stumbling block here is to be ignorant of the fact that all processes that deliver value to a business have a "knowledge dimension." Therefore an organization must realize the central role that the fostering, collection and dissemination of knowledge must play if a KM initiative is to succeed.
The real challenge in knowledge management is to create a business environment in which knowledge can be aggregated and applied on a continuous basis. According to Paul Quintas, this will involve creating a business culture in which employees are given time and recognition for knowledge sharing.
Articles:
Organizational knowledge management structure
The proposed knowledge sharing management structure gives managers a practical way to approach cross organizational knowledge sharing, which is frequently identified as a theoretical benefit of knowledge management. Means for diminishing or circumventing recognized impediments to organizational change are described to further facilitate the implementation of the proposed cross-organizational knowledge sharing structure.
Originally published in
The Learning Organization
Volume 12 Number 4, 2005
Critical success factors for implementing knowledge management in small and medium enterprises
To date, critical success factors (CSFs) for implementing knowledge management in small and medium enterprises (SMEs) have not been systematically investigated. This article aims to shed light on this subject.
Originally published in Industrial Management & Data Systems
Volume 105 Number 3, 2005
Managing corporate risk through better knowledge management
Learn how progressive companies are using a combination of knowledge and risk management (KRM) systems and techniques in order to help them to prevent, or respond most effectively to, ethical or reputation-damaging incidents.
Originally published in The Learning Organization
Volume 12 Number 2, 2005
Doing knowledge management
Knowledge management as a field has been characterized by great confusion about its conceptual foundations and scope, much to the detriment of assessments of its impact and track record. The purpose of this paper is to contribute toward defining the scope of KM and ending the confusion, by presenting a conceptual framework and set of criteria for evaluating whether claimed KM interventions are bona fide instances of it or are interventions of another sort.
Originally published in The Learning Organization
Volume 12 Number 2, 2005
Knowledge management – not rocket science
This paper provides a unique view of knowledge management success by maintaining a totally agnostic approach and focusing on principles that will provide success regardless of technology or budget.
Originally published in the Journal of Knowledge Management
Volume 9 Number 2, 2005
The “global” and the “local” in knowledge management
The insights from this study offer useful guidelines for designing systems and processes for sharing and managing knowledge in large, diversified organizations.
Originally published in the Journal of Knowledge Management
Volume 9 Number 1, 2005
Emerald Management Briefings are delivered as bookmarked PDFs for your convenience.
