Details

Knowledge Management


Knowledge Management

The Creative Loop
1. Aufl.

von: Jean-Louis Ermine

139,99 €

Verlag: Wiley
Format: PDF
Veröffentl.: 15.03.2018
ISBN/EAN: 9781119516255
Sprache: englisch
Anzahl Seiten: 256

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Beschreibungen

<p>Knowledge management is a strategic issue for companies, and international standards such as ISO recently integrate it into its requirements. However, it is still an ill-defined concept, and methodologies to implement it are not very well known. This book is the result of over twenty years of research in different labs and application in a wide range of public or private companies around the world. It gives a global and coherent view both from the theoretical and practical point of views.</p>
<p>Preface ix</p> <p><b>Part 1 Theoretical Elements 1</b></p> <p><b>Chapter 1 A Knowledge Value Chain 3</b></p> <p>1.1 Introduction 3</p> <p>1.2 Different KVCs 4</p> <p>1.3 The DIKW model 8</p> <p>1.4 KVC and management 13</p> <p>1.5 Transformation processes in the KVC 15</p> <p>1.6 Practical application 19</p> <p>1.7 Conclusion 22</p> <p><b>Chapter 2 The Knowledge Capital of a Company 23</b></p> <p>2.1 Introduction 23</p> <p>2.1.1 The accumulation of knowledge 23</p> <p>2.1.2 The company as knowledge producer 24</p> <p>2.2 Modeling a company as a knowledge producer 25</p> <p>2.2.1 Systemic modeling 25</p> <p>2.2.2 The “black box” model 26</p> <p>2.2.3 The “division of labor” model 27</p> <p>2.2.4 The informational model 27</p> <p>2.2.5 The knowledge capital model 28</p> <p>2.2.6 The knowledge capital and knowledge actors model 31</p> <p>2.2.7 Integration of customer knowledge and external knowledge into the AIK model 33</p> <p>2.3 The operators of the AIK model 35</p> <p>2.3.1 The Wenger operator 35</p> <p>2.3.2 The Nonaka operators 35</p> <p>2.3.3 Integration of the Nonaka theory into the AIK model 37</p> <p>2.4 Tacit/explicit knowledge and knowledge communities 39</p> <p>2.5 Mapping as a modeling tool to steer the AIK system 41</p> <p>2.6 Practical application 43</p> <p>2.7 Conclusion 45</p> <p><b>Chapter 3 The Structure of Knowledge 47</b></p> <p>3.1 Introduction 47</p> <p>3.2 The semiotic triangle of knowledge 48</p> <p>3.3 The systemic triangle of knowledge 52</p> <p>3.4 The knowledge macroscope 54</p> <p>3.4.1 Knowledge and information 55</p> <p>3.4.2 Knowledge and meaning 56</p> <p>3.4.3 Knowledge and context 57</p> <p>3.5 Practical application 59</p> <p>3.6 Conclusion 64</p> <p><b>Chapter 4 Shannon’s Theory of Knowledge 65</b></p> <p>4.1 Introduction 65</p> <p>4.2 Some definitions and notations 66</p> <p>4.2.1 The basic unit of knowledge 66</p> <p>4.2.2 Measuring knowledge 68</p> <p>4.2.3 Quantity of knowledge in a corpus 69</p> <p>4.3 Measurement of the quantity of information in a corpus 70</p> <p>4.4 Measurement of the quantity of meaning in a corpus 75</p> <p>4.4.1 Definitions and notations 75</p> <p>4.4.2 Quantitative characterization of semantic graphs: Gurevich entropy 76</p> <p>4.5 Measurement of usage context in a corpus 83</p> <p>4.5.1 Introduction 83</p> <p>4.5.2 Social networks 84</p> <p>4.5.3 Hierarchical small-world networks 86</p> <p>4.5.4 Scale-free networks 89</p> <p>4.5.5 Quantitative characterization of the usage graph of a corpus 90</p> <p>4.6 Practical application 91</p> <p>4.7 Conclusion 93</p> <p><b>Part 2 Practical Elements 97</b></p> <p><b>Chapter 5 A New Approach to KM 99</b></p> <p>5.1 Introduction 99</p> <p>5.2 Two examples of KM standardization 100</p> <p>5.2.1 KM and international standardization 100</p> <p>5.2.2 KM in the nuclear domain 101</p> <p>5.3 The French Knowledge Management Club 103</p> <p>5.4 Conclusion 105</p> <p><b>Chapter 6 A Framework for Knowledge-based KM 107</b></p> <p>6.1 Introduction 107</p> <p>6.2 The Daisy Model 108</p> <p>6.3 Building a KM process framework 110</p> <p>6.4 Conclusion 113</p> <p><b>Chapter 7 KM: From Strategy to Implementation 115</b></p> <p>7.1 Introduction 115</p> <p>7.2 Framing a KM project 116</p> <p>7.2.1 The objectives 116</p> <p>7.2.2 Responsibilities and roles 117</p> <p>7.2.3 Resources 119</p> <p>7.2.4 Internal communication 119</p> <p>7.2.5 Connections between KM and other company issues 119</p> <p>7.2.6 Other subjects of interest to consider 121</p> <p>7.3 Implementing the KM project 121</p> <p>7.4 Monitoring the KM system 124</p> <p>7.5 Conclusion 125</p> <p><b>Chapter 8 Analyzing Knowledge Capital and Elaborating a KM Plan 127</b></p> <p>8.1 Introduction 127</p> <p>8.2 Tools for analyzing knowledge capital 128</p> <p>8.2.1 Maps 128</p> <p>8.2.2 The knowledge criticality analysis grid 129</p> <p>8.3 The knowledge capital analysis process 132</p> <p>8.3.1 Step 1: analyzing critical capacities 132</p> <p>8.3.2 Step 2: analyzing critical knowledge 134</p> <p>8.3.3 Step 3: strategic alignment 137</p> <p>8.3.4 Step 4: elaborating a KM plan 139</p> <p>8.4 Conclusion 142</p> <p><b>Chapter 9 Implementing the KM Plan 143</b></p> <p>9.1 Introduction 143</p> <p>9.2 Knowledge organization 144</p> <p>9.2.1 Tangible resources (explicit knowledge) 144</p> <p>9.2.2 Intangible resources (tacit knowledge) 145</p> <p>9.2.3 New knowledge resource additions 146</p> <p>9.3 Knowledge codification 147</p> <p>9.3.1 Lessons learned 148</p> <p>9.3.2 Knowledge-based documents 149</p> <p>9.3.3 Knowledge books 159</p> <p>9.4 Knowledge sharing 179</p> <p>9.4.1 Knowledge communities or communities of practice 179</p> <p>9.4.2 Knowledge transfer 184</p> <p>9.5 Knowledge search 193</p> <p>9.5.1 Knowledge search and information retrieval 194</p> <p>9.5.2 The knowledge search process 196</p> <p>9.5.3 The challenge of KM in knowledge search 198</p> <p>9.6 Knowledge creation 200</p> <p>9.6.1 Knowledge creation and innovation 200</p> <p>9.6.2 Knowledge-based innovation 202</p> <p>9.6.3 Evaluating the maturity of the innovation process 207</p> <p>9.7 Conclusion 209</p> <p>Bibliography 211</p> <p>Index 219</p>
<b>Jean-Louis Ermine</b> is Head of the Department of Information Systems at INT and is also President of the French Knowledge Management Club.

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