PART 1: THE KNOWLEDGE CONTEXT
Chapter 1 The Knowledge Environment
The changing nature of organisations
Strategic management in organisations
Information, Knowledge and Organisational Know-how
Developing a knowledge culture
A Model of Strategic Knowledge Management
An overview of this text:
Chapter 2: An Introduction to Strategic Knowledge Management
Phases of Knowledge Development
The Knowledge Management Infrastructure
Some key principles of strategic knowledge management
Strategic Knowledge Management Principles
Building knowledge management into the strategic framework.
PART 2 THE KNOWLEDGE MANAGEMENT CULTURE
Chapter 3: The Knowledge Leader
The evolution of the knowledge leader
The role of the knowledge leader
Key knowledge leadership skills
Encouraging knowledge leadership across the organisational community
Knowledge team leadership skills
Selecting knowledge leaders
Chapter 4: Building and leading a knowledge culture
Successful Organisational Change and Cultural Evolution
Why knowledge systems fail
Introducing the knowledge culture
Introducing the new system
Changing existing values
Encouraging changed practices and systems.
Chapter 5: Developing the knowledge architecture: A humanistic perspective
The Human Resource Architecture: People = knowledge.
Human Factors affecting successful knowledge management
Integrating knowledge into human resource management processes.
PART 3: BUILDING THE KNOWLEDGE INFRASTRUCTURE
Chapter 6: Building an Integrated Strategic Organisational Knowledge System
Developing the knowledge infrastructure
The Established Knowledge Environment:
The New Knowledge Environment:
Creating the integrated knowledge system
Chapter 7: Defining and Capturing Core Knowledge
Translating the core knowledge policy into strategic knowledge outcomes.
Knowledge mapping
Constructing an organisational knowledge strategy
Conducting a Knowledge Audit
Constructing the Knowledge Bank
Assessing knowledge capture costs
Developing the organisational knowledge policy
Chapter 8: Capturing and managing the strategic knowledge
Creating an efficient knowledge capture system
Maintaining security over strategic knowledge
Intellectual property issues
Maintaining the knowledge repository
Accessing the information
Knowledge archival issues
Chapter 9: Developing an effective knowledge service
Defining the knowledge service.
Some typical knowledge services.
Key principles of the knowledge service.
Knowledge worker competencies
Shaping the service to suit user needs.
Matching the service to strategic priorities.
The human element: placing the user at the centre of the service focus.
Building a Customer Service Charter and Plan
Implications for resourc ing.
Service Marketing
Chapter 10: Developing effective knowledge users
Essential knowledge competencies
Types of users found in organisations.
Good knowledge users are made, not born.
Evaluating user competencies
Online user support strategies
Training users in knowledge applications.
Integrating knowledge training into the new employee orientation program.
PART 4: EVALUATING KNOWLEDGE MANAGEMENT EFFECTIVENESS
Chapter 11: Measuring knowledge take-up.
Historical Lessons
The Accountable Costs of Knowledge Management
The Hidden Costs of Knowledge Management
Hidden Challenges associated with Knowledge Take-up
Measuring Knowledge Adoption
Measuring knowledge service impact
Chapter 12: Knowledge Management Challenges
The challenges associated with leading knowledge management
Maintaining a Strategic Focus
Building a sharing culture
Gaining wide spread acceptance and adoption
System changes and their introduction
Stakeholder Attitudes and Support
Using knowledge strategically
Responding to new strategic initiatives and drivers
Mergers, takeovers and downsizing
Matching the service to the organisation
Educating users
Emphasising service
Building realistic expectations of the service capabilities
Setting boundaries on the service scope
Chapter 13: A Holistic View of Strategic Knowledge Management
Reviewing the Model of Strategic Knowledge Culture Development
Leadership: the first step to successful culture building
Putting people first: the key strategy in leading a successful knowledge service
A new, integrated system view
The knowledge culture: building support through the human resource process
A summary of the key principles to adopt in developing and leading a strategic knowledge service
Tailoring knowledge management to the large, complex organisation
Small organisations and their knowledge needs
Franchise organisations: some special considerations
Mergers and their implications
In uncertain times: maintaining the service in turbulent settings
Some final pointers and predictions
