Managing for Knowledge: HR's Strategic Role
This book shows how human resource professionals can make real strategic and operational business impact beyond the traditional scope of the "personnel department."
TABLE OF CONTENTS Managing for Knowledge: HR's Strategic Role
List of Figures
Chapter 3: Towards A Blueprint For Building A Knowledge-Centric Culture
- Figure 3.1: Towards a blueprint for a knowledge-centric organisation
Chapter 5: HR s Role In Building A Knowledge-Centric Culture
- Figure 5.1: Relationship between communication resources and impact (Source: Oxford Group, Consulting & Training. Reproduced with permission)
- Figure 5.2: Relationship between communication s medium and message (Source: Oxford Group, Consulting & Training. Reproduced with permission)
Chapter 9: Aligning HR and KM Practices
- Figure 9.1: Linking KM and HR practices (source: Evans, 2000)
Chapter 10: Knowing What We Know: Language And Tools For Knowledge Mapping
- Figure 10.1: The balance of tacit and explicit knowledge
- Figure 10.2: Relationship between level of abstraction and codification
- Figure 10.3: Cynefin and community
- Figure 10.4: Dynamic flows of knowledge
Chapter 11: Building Your KM Toolkit
- Figure 11.1: Example of a changing social network during a career transition
Copyright Christina Evans 2003 under license agreement with Books24x7
