Knowledge Management and Organizational Learning

Eric Matson and Laurence Prusak: Introduction and Overview The Strategic Importance of Knowledge and Learning 1: Robert Grant: Knowledge Management and the Knowledge-Based Economy 2: Michael H. Zack: Developing a Knowledge Strategy 3: Atul Gawande: The Learning Curve 4: Gerardo Pattriotta: Knowlege-In-The-Making: The 'Construction' of Fiat's Melfi Factory 5: Dorothy Leonard and Walter Swap: Generating Creative Options 6: Salvatore Parise and Laurence Prusak: Partnerships for Knowledge Creation Knowledge Retention and Organizational Learning 7: Arnold Kransdorff and Russell Williams: Swing Doors and Musical Chairs 8: Linda Argote: Organizational Memory 9: John Seely Brown and Paul Duguid: Balancing Act: How to Capture Knowledge Without Killing It Knowledge Transfer and Dissemination 10: Kenneth T. Derr: Managing Knowledge the Chevron Way 11: Gabriel Szulanski and Sidney Winter: Getting it Right the Second Time 12: Lowell L. Bryan: Making a Market in Knowledge 13: Eric Matson and Laurence Prusak: The Performance Variability Dilemma Social Perspectives 14: Anil K. Gupta and Vijay Govindarajan: Knowledge Management's Social Dimension: Lessons from Nucor Steel 15: W. Chan Kim and Renée Mauborgne: Fair Process: Managing in the Knowledge Economy 16: Etienne C. Wenger and William M. Snyder: Communities of Practice: The Organizational Frontier 17: Rob Cross, Andrew Parker, Laurence Prusak, and Stephen P. Borgatti: Knowing What we Know: Supporting Knowledge Creation and Sharing in Social Networks Future Directions 18: Peter F. Drucker: Knowledge-Worker Productivity: The Biggest Challenge 19: Thomas H. Davenport and John Glaser: Just-in-Time Delivery Comes to Knowledge Management 20: Leigh Weiss and Laurence Prusak: Seeing Knowledge Plain: How to Make Knowledge Visible 21: Michael Idinopulos and Lee Kempler: Do you Know who your Experts are? 22: Jeffrey H. Dyer and Nile W. Hatch: Using Supplier Networks to Learn Faster