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 Tables
Chapter 1: The Changing World Of Business And The Imperative For Managing Knowledge
- Table 1.1: Time to market how the world of technology is speeding up
- Table 1.2: Stages in an organisation s knowledge management journey
Chapter 2: The Changing Role Of HR From Operational To Strategic HR
- Table 2.1: Contrasting traditional personnel and HRM
- Table 2.2: Example of an in-company HR development programme
Chapter 3: Towards A Blueprint For Building A Knowledge-Centric Culture
- Table 3.1: Cultural tensions affecting knowledge transfer within organisations (after Davenport and Prusak, 1998)
- Table 3.2: Paradoxes associated with managing organisational knowledge
Chapter 4: Structures, Roles And Responsibilities In A Knowledge-Centric Culture
- Table 4.1: The boundaryless organisation a self-assessment activity
Chapter 8: Working And Learning In Communities Of Practice
- Table 8.1: Principles associated with adopting a social perspective of learning (source: Wenger, 1998)
Chapter 11: Building Your KM Toolkit
- Table 11.1: An adaptation of the classic transition model
Chapter 12: Using Technology Wisely
- Table 12.1: Stages in QinetiQ s strategic approach to knowledge management
Copyright Christina Evans 2003 under license agreement with Books24x7
