A pedagogical approach to the principles and architecture of knowledge management in organizations
This textbook is based on a graduate course taught at Stevens Institute of Technology. It focuses on the design and management of today's complex K organizations. A K organization is any company that generates and applies knowledge. The text takes existing ideas from organizational design and knowledge management to enhance and elevate each through harmonization with concepts from other disciplines. The authors—noted experts in the field—concentrate on both micro- and macro design and their interrelationships at individual, group, work, and organizational levels.
A key feature of the textbook is an incisive discussion of the cultural, practice, and social aspects of knowledge management. The text explores the processes, tools, and infrastructures by which an organization can continuously improve, maintain, and exploit all elements of its knowledge base that are most relevant to achieve its strategic goals. The book seamlessly intertwines the disciplines of organizational design and knowledge management and offers extensive discussions, illustrative examples, student exercises, and visualizations. The following major topics are addressed:
- Knowledge management, intellectual capital, and knowledge systems
- Organizational design, behavior, and architecture
- Organizational strategy, change, and development
- Leadership and innovation
- Organizational culture and learning
- Social networking, communications, and collaboration
- Strategic human resources; e.g., hiring K workers and performance reviews
- Knowledge science, thinking, and creativity
- Philosophy of knowledge and information
- Information, knowledge, social, strategy, and contract continuums
- Information management and intelligent systems; e.g., business intelligence, big data, and cognitive systems
Designing Knowledge Organizations takes an interdisciplinary and original approach to assess and synthesize the disciplines of knowledge management and organizational design, drawing upon conceptual underpinnings and practical experiences in these and related areas.
Acknowledgments Introduction Chapter 1: Understanding Knowledge 1.0 Chapter Preview 1.1 The New Pangaea 1.2 Characterizing the Knowledge Economy 1.3 A Glimpse into the Knowledge Economy 1.4 Industrial Revolutions 1.5 The Social Challenge of the Knowledge Economy 1.6 A Macro Perspective of Knowledge Management 1.7 Architecture of Organizational Design 1.8 Data, Information, and Knowledge 1.9 Distinctions in the Information Continuum 1.10 Revisiting the Information Continuum 1.11 Knowledge as Such 1.12 A Brief Comparative Perspective and the Knowledge Triangle 1.13 Conceptions of Knowledge in Practice 1.14 The Relationship Among Different Perspectives 1.15 Intangible Assets and Organizational Response 1.16 Valuation, Intangibles, and Intellectual Capital 1.17 Closing Remarks 1.18 Class Exercises 1.17 References Chapter 2: Designing Knowledge Systems 2.0 Chapter Preview 2.1 Perspective of Knowledge 2.2 Knowledge Worlds 2.3 Inquiry Systems and the Search for True Knowledge 2.4 The Basics of Design in the Knowledge Era 2.5 New Directions in Knowledge Design 2.6 Closing Remarks 2.7 Class Exercises 2.8 References Chapter 3 Organizations and Systems 3.0 Chapter Preview 3.1 Organizations 3.2 Organizational Design 3.3 Systems Theory 3.4 Hierarchy Theory and Design 3.5 Organization Molecules 3.6 Symmetrical Structure, Discourse, and Conversation 3.7 Closing Remarks 3.8 Class Exercises 3.9 References Chapter 4: Knowledge Work and Technology 4.0 Chapter Preview 4.1 What is Knowledge Work? 4.2 Classifying Knowledge Workers 4.3 Tacit Aspect of Knowledge Work 4.4 Characterizing Knowledge Work and Workers 4.5 Architectural Perspective of Knowledge Work 4.6 Process and Thin Work 4.7 Practice and Thick Work 4.8 Knowledge Work and Supporting Technology 4.9 Knowledge Management Tools and Technologies 4.10 Robot Economy 4.11 Closing Remarks 4.12 Class Exercises 4.13 References Chapter 5: Organizations and Knowledge 5.0 Chapter Preview 5.1 Organizations and Knowledge Management 5.2 Knowledge Revisited 5.3 Organizational Knowledge Cycles and Models 5.4 Application of Concepts: Case Study on the Peace Corps 5.5 Knowledge Formation 5.6 Knowledge Exchange and Transfer 5.7 Knowledge Base 5.8 Organizational Design Representations 5.9 Architecture of the Learning Organization 5.10 Closing Remarks 5.11 Class Exercises 5.12 References Chapter 6: Social Aspects of Knowledge Management 6.0 Chapter Preview 6.1 Social Networks 6.2 Knowledge Network Design in Organizations 6.3 Culture in the Knowledge Organization 6.4 Industry Example of Culture Toyota 6.5 Trust 6.6 Illustrative Example: Inter-Organizational K Exchange and Creation Effects of Ties and Culture 6.7 Collaboration 6.8 Collaborating with Creatives 6.9 Office Design 6.10 Promoting Conversations and Dialogue 6.11 Closing Remarks 6.12 Class Exercises 6.13 References Chapter 7: Strategy and Leadership for Knowledge Management 7.0 Chapter Preview 7.1 What is Strategy? 7.2 Strategy Continuum and the Knowledge Organization 7.3 Setting the Stage: Intangibles and a Knowledge Strategy 7.4 Leadership and Knowledge Management 7.5 Getting Started 7.6 Strategies for the Knowledge Organization Tacit Bundle 7.7 Culture Change 7.8 Chief Knowledge Office 7.9 People Value Stream 7.10 Closing Remarks 7.11 Class Exercises 7.12 References Chapter 8: Knowledge Horizons 8.1 Knowledge Arises 8.2 Digital Economy 8.3 End of Course Questions for Discussion and Research 8.4 References Index