Knowledge Sharing in Practice (Hardcover)

M.H. Huysman

ISBN 10: 1402005849 / ISBN 13: 9781402005848

Verlag: Kluwer Academic Publishers, New York, NY, 2002

Beschreibung

Hardcover. In this volume organizational learning theory is used to analyse various practices of managing and facilitating knowledge sharing within companies. Experiences with three types of knowledge sharing, namely knowledge acquisition, knowledge reuse and knowledge creation, at ten large companies are discussed and analysed. This critical analysis leads to the identification of traps and obstacles when managing knowledge sharing, when supporting knowledge sharing with IT tools and when organizations try to learn from knowledge sharing practices. The identification of these risks is followed by a discussion of how organizations can avoid them. This work should be of interest to researchers and practitioners working in organization science and business administration. Also, consultants and organizations at large should find the book useful as it provides insights into how other organizations manage and facilitate knowledge sharing and how potential failures can be prevented. This critical analysis leads to the identification of traps and obstacles when managing knowledge sharing, when supporting knowledge sharing with IT tools, and when organizations try to learn from knowledge sharing practices. Shipping may be from our Sydney, NSW warehouse or from our UK or US warehouse, depending on stock availability.

Bestandsnummer des Verkäufers 9781402005848

Bibliografische Details

• Titel: Knowledge Sharing in Practice (Hardcover)
• Verlag: Kluwer Academic Publishers, New York, NY
• Erscheinungsjahr: 2002
• Sprache: Englisch
• ISBN-10: 1402005849
• ISBN-13: 9781402005848
• Einband: Hardcover
• Zustand: new

Über diesen Titel

Inhaltsangabe

In this volume organizational learning theory is used to analyse various practices of managing and facilitating knowledge sharing within companies. Experiences with three types of knowledge sharing, namely knowledge acquisition, knowledge reuse, and knowledge creation, at ten large companies are discussed and analyzed. This critical analysis leads to the identification of traps and obstacles when managing knowledge sharing, when supporting knowledge sharing with IT tools, and when organizations try to learn from knowledge sharing practices. The identification of these risks is followed by a discussion of how organizations can avoid them.

This work will be of interest to researchers and practitioners working in organization science and business administration. Also, consultants and organizations at large will find the book useful as it will provide them with insights into how other organizations manage and facilitate knowledge sharing and how potential failures can be prevented.