Whilst there are many books on knowledge management there are few aimed directly at HR practitioners and the critical role that they can play in building a knowledge-centric culture.
This practical book draws on the author's own experience, as well as that of leading-edge Human Resource and Knowledge Management practitioners (including Linda Holbeche, Elizabeth Lank, and David Snowden), each of whom recognise that building a knowledge-centric culture cannot be achieved through technology alone.
It covers areas such as:
- Defining the key ingredients of a knowledge-centric culture
- The changing structures, roles and responsibilities needed to create a knowledge-centric culture
- HR's unique contribution to building a knowledge-centric culture, together with practical steps for getting started on the KM journey and for keeping the momentum going
- Tools and techniques for: opening up a dialogue about why knowledge management is crucial for business and personal success; knowledge mapping; encouraging and facilitating knowledge sharing, as well as ways of identifying key knowledge players
- How to help your organisation reframe its assumptions about learning in the knowledge economy
- How to ensure that your HR practices are knowledge aligned
Outline the strategic and practical elements of HR's involvement in knowledge management Features contributions from Dave Snowden and Elizabeth Lank *Practical case studies to help create an organizational culture that knows how to mobilize and leverage its knowledge
Saint-Onge/Wallace, LEVERAGING COMMUNITIES OF PRACTICE FOR STRATEGIC ADVANTAGE (2002, 29.99 (USD) 19.99 (GBP), ISBN: 075067458X) Allee, THE FUTURE OF KNOWLEDGE (2002, 24.99 (USD) 19.99 (GBP), ISBN: 0750675918)
Defining the characteristics of a knowledge-creating culture; The strategic context for HR's involvement in the knowledge management arena; Planning the cultural shift; Communicating the cultural shift; Knowledge and business process mapping; Understanding the motivation for learning; New approaches to learning; Interweaving people, processes and technology to create and support a knowledge creating culture; Retaining knowledge; Conclusions; References.
- No. of pages:
- © Butterworth-Heinemann 2003
- 15th May 2003
- Paperback ISBN:
Christina Evans is an independent researcher and consultant. She also works as an Associate of Roffey Park Institute. Christina’s research and consultancy assignments relate to the introduction of flexible working and career management; areas that she believes are of crucial importance for knowledge management. Her previous publications on Knowledge Management include: Developing a Knowledge creating Culture and Developing and Retaining Organisational Culture.
Independent Consultant and an Associate at Roffey Park, UK.
"A refreshing 'plain English' guide as to how HR people can make real strategic and operational business impact way beyond the traditional scope of the 'Personnel Department'". Robert Ingram, Vice President, Human Resources Cap Gemini Ernst & Young "Christina's book throws down the gauntlet to HR professionals to move knowledge management up their strategic agenda. Drawing on a breadth of examples across many sectors Christina provides us with a way into a topic that we have left on the back burner for too long." "This is a book to get knowledge management on HR's strategic agenda. I particularly liked the pause for reflections." Chris Johnson, Director, Cedar International