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Knowledge Management Strategies for Business Development

Book Description

Knowledge Management Strategies for Business Development addresses the relevance of knowledge management strategies for the advancement of organizations worldwide. This reference book supplies business practitioners, academicians, and researchers with comprehensive tools to systematically guide through a process that focuses on data gathering, analysis, and decision making.

Table of Contents

  1. Copyright
  2. Dedication
  3. Editorial Advisory Board
  4. List of Reviewers
  5. Preface
  6. REFERENCES
    1. ENDNOTES
  7. Acknowledgment
  8. Knowledge and Knowledge Management Conceptual Aspects
    1. Conceptual Theory: What Do You Know?
      1. ABSTRACT
      2. INTRODUCTION
      3. SOCIAL RESPONSIBILITY, SUSTAINABILITY
      4. CONCLUSION
      5. ACKNOWLEDGMENT
    2. REFERENCES
      1. ENDNOTES
    3. Relational Flexibility: How to Work with Labor Dynamism and Promote Knowledge Sharing in Hospitality
      1. ABSTRACT
      2. INTRODUCTION
      3. LABOR DYNAMISM IN HOSPITALITY: AN INTERNATIONAL PERSPECTIVE
      4. LABOUR DYNAMISM IN HOSPITALITY: A NORTHERN TERRITORY STUDY
      5. RELATIONAL FLEXIBILITY
      6. CONCLUSION
    4. REFERENCES
      1. ADDITIONAL READING
    5. Agile Alignment of Enterprise Execution Capabilities with Strategy
      1. ABSTRACT
      2. INTRODUCTION
      3. EMERGENT STRATEGY
      4. ADVICE FOR UN-TANGLING AND UN-SCATTERING
      5. RE-USE THROUGH PATTERN LANGUAGE
      6. PATTERNS USAGE IN KNOWLEDGE MANAGEMENT
      7. ESTABLISHING CONTEXT
      8. BOXING UP THE MODELS
      9. BUSINESS MOTIVATION
      10. BUSINESS PROCESSES
      11. DECISIONS
      12. SEGREGATING DECISION RESOURCES
      13. PREDICTED EMERGENT FORCES AND RELATED PATTERNS
      14. DETECTION OF EMERGENT EVENTS
      15. OBSERVER PATTERN AND THE REPORT BY EXCEPTION PRINCIPLE
      16. OBSERVER PERFORMANCE AND RESOURCE CONSUMPTION
      17. RESULTS
      18. SUMMARY
    6. REFERENCES
  9. Knowledge Management Audit
    1. KARMA: Knowledge Assessment Review and Management Audit
      1. ABSTRACT
      2. INTRODUCTION
      3. AUDIT'S WEAKNESS AND BENEFITS
      4. AUDIT FRAMEWORK
      5. KARMA
      6. KM AUDIT
      7. ACKNOWLEDGMENT
    2. REFERENCES
      1. ENDNOTES
    3. The Green Bay Chamber of Commerce: Foundation's Foundation
      1. ABSTRACT
      2. BUSINESS ISSUE
      3. KNOWLEDGE MANAGEMENT AUDIT INTRODUCTION
      4. IC AND SUMMARY
      5. SUMMARY
    4. REFERENCES
      1. ENDNOTES
    5. A Model for Knowledge Management and Intellectual Capital Audits
      1. ABSTRACT
      2. INTRODUCTION
      3. LITERATURE ON KM AUDITS
      4. THE STRATEGI MODEL FOR KM AUDITS
      5. FUTURE DIRECTIONS
      6. CONCLUSIONS
    6. REFERENCES
  10. Organizational Knowledge Management Strategic Dilemmas
    1. C3EEP Typology and Taxonomies: Knowledge Based (KB) Strategies
      1. ABSTRACT
      2. INTRODUCTION
      3. "ARE WE THERE YET?"
      4. C3EEP TYPOLOGY
      5. THE COMPLETE C3EEP TYPOLOGY
      6. C3EEP TAXONOMIES: THE STRATEGIES
      7. KM STRATEGY FRAMEWORK
      8. FINAL CONCLUSIONS
      9. ACKNOWLEDGMENT
    2. REFERENCES
      1. ENDNOTES
    3. Linking Exploration and Exploitation Capabilities with the Process of Knowledge Development and with Organizational Facilitators1
      1. ABSTRACT
      2. INTRODUCTION
      3. BACKGROUND
      4. EXPLORATION AND EXPLOITATION AND THE ORGANIZATIONAL PROCESSES THAT ACTIVATE THEM
      5. SOLUTIONS AND RECOMMENDATIONS: THE KNOWLEDGE CREATION PROCESS AND ITS RELATION TO EXPLORATION AND EXPLOITATION
      6. EXPLORATION
      7. EXPLOITATION
      8. FUTURE DIRECTIONS
      9. CONCLUSION
    4. REFERENCES
      1. ENDNOTES
  11. Knowledge Management Strategy
    1. How Do We Get There? Strategy Action Framework–"Action Engine"
      1. ABSTRACT
      2. INTRODUCTION
      3. GOALS
      4. FIAT CASE: KM AND BUSINESS VISION
      5. ENABLERS: LEVERS, PROCESSES AND SYSTEMS
      6. KM STRATEGY
      7. KM CONSTRAINTS AND RESOURCES
      8. MANAGING CORE COMPETENCIES
      9. KM OUTCOMES
      10. KM CONTROLS (CLOSING THE LOOPS)
      11. TOYOTA AND FORMULA ONE
      12. ACKNOWLEDGMENT
    2. REFERENCES
      1. ADDITIONAL READING
      2. ENDNOTES
    3. Aurora Health Care: A Knowledge Management Strategy Case Study
      1. ABSTRACT
      2. INTRODUCTION
      3. AURORA HEALTH CARE'S HISTORY
      4. AURORA KNOWLEDGE MANAGEMENT SWOT
      5. KNOWLEDGE MANAGEMENT STRATEGY
      6. BUSINESS STRATEGY
      7. KNOWLEDGE BASE
      8. KNOWLEDGE MANAGEMENT CULTURE
      9. KNOWLEDGE MANAGEMENT IMPLEMENTATION
      10. PROCESSES TO IMPLEMENT KNOWLEDGE MANAGEMENT
      11. KNOWLEDGE MANAGEMENT KEY SUCCESS INDICATORS
      12. PROFITABILITY
      13. PATIENT OUTCOMES
      14. SUMMARY
      15. ACKNOWLEDGMENT
    4. REFERENCES
    5. Strategic Alliances and Knowledge Management Strategies: A Case Study
      1. ABSTRACT
      2. 1. INTRODUCTION
      3. 2. KNOWLEDGE MANAGEMENT STRATEGIES IN STRATEGIC ALLIANCES
      4. 3. TECHNICAL AND ORGANIZATIONAL ASPECTS OF KMS IN STRATEGIC ALLIANCES
      5. 4. COOPERATION ISSUES RELATED TO KMS
      6. 5. CASE STUDY ANALYSIS: KMS IN TECNOBIT STRATEGIC ALLIANCES
      7. 6. CONCLUSION
    6. REFERENCES
      1. ENDNOTES
    7. Creating and Delivering a Successful Knowledge Management Strategy
      1. ABSTRACT
      2. INTRODUCTION
      3. TOP MANAGEMENT SUPPORT
      4. ALLOCATING RESOURCES TO KM INITIATIVES
      5. LEGITIMIZING KM INITIATIVES
      6. LINKING REWARD AND PERSONNEL EVALUATION STRUCTURES TO DESIRED KM BEHAVIORS
      7. A CULTURE OF ORGANIZATIONAL LEARNING
      8. EFFECTIVE MEASURES OF KM PERFORMANCE
      9. CONCLUSION
    8. REFERENCES
    9. Aligning Business and Knowledge Strategies: A Practical Approach for Aligning Business and Knowledge Strategies
      1. ABSTRACT
      2. INTRODUCTION
      3. POINTS OF DEPARTURE
      4. THE ACTIVITY DOMAIN: THE KERNEL OF THE ORGANIZATION
      5. A CAPABILITY CENTRIC ARCHITECTURE OF THE ORGANIZATION
      6. THE PRACTICAL TURN
      7. CONCLUDING REMARKS
    10. REFERENCES
      1. ENDNOTES
  12. Knowledge Management Functional Strategies
    1. SMEs and Competitive Advantage: A Mix of Innovation, Marketing and ICT—The Case of "Made in Italy"
      1. ABSTRACT
      2. INTRODUCTION
      3. SMEs' COMPETITIVENESS IN THE EUROPEAN SCENARIO
      4. STRATEGIES, KNOWLEDGE MANAGEMENT AND ICT
      5. COMPETITIVENESS IN "MADE IN ITALY" FIRMS
      6. CONCLUSIONS
    2. REFERENCES
      1. ENDNOTES
    3. Knowledge Management for an Effective Sales and Marketing Function
      1. ABSTRACT
      2. INTRODUCTION
      3. BACKGROUND
      4. SALES AND MARKETING FUNCTIONS
      5. ISSUES, CONTROVERSIES, AND PROBLEMS IN MANAGING S&M KNOWLEDGE
      6. RECOMMENDATIONS FOR MANAGING S&M KNOWLEDGE
      7. KM STRATEGY FOR EFFECTIVE S&M
      8. FUTURE DIRECTIONS
      9. CONCLUSION
    4. REFERENCES
    5. The Implications of the Development and Implementation of CRM for Knowledge Management
      1. ABSTRACT
      2. INTRODUCTION
      3. THE BACKGROUND TO THE CONCEPTUAL DEVELOPMENT OF CRM
      4. DATABASE MARKETING: A REFINED KNOWLEDGE MANAGEMENT PROCESS
      5. THE DATABASE: THE PIVOTAL TOOL FOR KNOWLEDGE MANAGEMENT WITHIN CRM
      6. THE LINK BETWEEN CRM AND DATA MANAGEMENT
      7. THE PRINCIPAL STAGES OF ACHIEVING KNOWLEDGE MANAGEMENT FROM DATA
      8. CONCERNS, CONTROVERSIES AND RECOMMENDATIONS WITH REGARDS TO DATABASE PROCESSES
      9. CONCLUSION
      10. FUTURE DIRECTIONS
    6. REFERENCES
    7. Quality and Continuous Improvement in Knowledge Management
      1. ABSTRACT
      2. SOCIO-TECHNICAL SYSTEMS, NETWORKS AND COMMUNITIES
      3. WHAT IS QUALITY?
      4. QUALITY IN KNOWLEDGE MANAGEMENT
      5. CONTINUOUS IMPROVEMENT OF A KNOWLEDGE MANAGEMENT SYSTEM
      6. EASE: A FOUR-POINT HEURISTIC
      7. CONCLUSION
    8. REFERENCES
    9. Translating Knowledge Management Practices into the Boundaries of Supply Chain
      1. ABSTRACT
      2. INTRODUCTION
      3. THE USE OF KNOWLEDGE MANAGEMENT WITHIN SUPPLY CHAIN BOUNDARIES
      4. CREATION OF LEARNING CHAINS
      5. A BUILD-TO-ORDER SUPPLY CHAIN'S IMPACT ON KNOWLEDGE MANAGEMENT
      6. VIRTUAL SUPPLY CHAINS AND THEIR IMPACT ON KNOWLEDGE MANAGEMENT
      7. INFORMATION SHARING AND E-BUSINESS TECHNOLOGIES IN SCM, AND THEIR IMPACT ON KM
      8. DEVISING A VALID BUSINESS STRATEGY THAT ENCOURAGES THE USE OF KM IN SUPPLY CHAINS
      9. CONCLUSION AND IMPLICATIONS FOR PRACTITIONERS
      10. FURTHER RESEARCH
    10. REFERENCES
  13. Compilation of References
  14. About the Contributors
  15. Index