Knowledge Management and Organizational Learning: A Reader by Laurence Prusak

Knowledge Management and Organizational Learning: A Reader

EditorLaurence Prusak, Eric Matson

Paperback | August 17, 2006

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Over the past decade, knowledge and learning have emerged as the keys to economic success and as a focus for thinking about organizational effectiveness and innovation. An overwhelming majority of large organizations now engage in a wide range of knowledge and learning activities and nearlyall have programs and personnel explicitly dedicated to these tasks. The volume is targeted at those new to knowledge and learning, and is filled with practical examples and focuses on the most critical issues, featuring seminal contributions from leading authorities including:* Thomas Davenport,* Dorothy Leonard,* John Seely Brown,* Sidney Winter,* W. Chan Kim,* Peter Druckard.The book is organized around the three key steps in managing knowledge: development, retention, and transfer. These sections are preceded by a section creating the strategic context for knowledge and followed by a section on the social dimensions that are often overlooked. Finally, the book looks tothe future of knowledge and learning. This Reader is an accessible way for executives and students taking advanced Management Studies and executive courses to learn from the latest examples on this topic.

About The Author

Larry Prusak is a researcher and consultant and was the founder and Executive Director of the Institute for Knowledge Management (IKM). This was a global consortium of member organizations engaged in advancing the practice of knowledge management through action research. Larry has had extensive experience, within the U.S. and intern...
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Details & Specs

Title:Knowledge Management and Organizational Learning: A ReaderFormat:PaperbackDimensions:392 pages, 9.21 × 6.14 × 0.81 inPublished:August 17, 2006Publisher:Oxford University PressLanguage:English

The following ISBNs are associated with this title:

ISBN - 10:0199291802

ISBN - 13:9780199291809

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Table of Contents

Eric Matson and Laurence Prusak: Introduction and OverviewThe Strategic Importance of Knowledge and Learning1. Robert Grant: Knowledge Management and the Knowledge-Based Economy2. Michael H. Zack: Developing a Knowledge Strategy3. Atul Gawande: The Learning Curve4. Gerardo Pattriotta: Knowlege-In-The-Making: The 'Construction' of Fiat's Melfi Factory5. Dorothy Leonard and Walter Swap: Generating Creative Options6. Salvatore Parise and Laurence Prusak: Partnerships for Knowledge CreationKnowledge Retention and Organizational Learning7. Arnold Kransdorff and Russell Williams: Swing Doors and Musical Chairs8. Linda Argote: Organizational Memory9. John Seely Brown and Paul Duguid: Balancing Act: How to Capture Knowledge Without Killing ItKnowledge Transfer and Dissemination10. Kenneth T. Derr: Managing Knowledge the Chevron Way11. Gabriel Szulanski and Sidney Winter: Getting it Right the Second Time12. Lowell L. Bryan: Making a Market in Knowledge13. Eric Matson and Laurence Prusak: The Performance Variability DilemmaSocial Perspectives14. Anil K. Gupta and Vijay Govindarajan: Knowledge Management's Social Dimension: Lessons from Nucor Steel15. W. Chan Kim and Renee Mauborgne: Fair Process: Managing in the Knowledge Economy16. Etienne C. Wenger and William M. Snyder: Communities of Practice: The Organizational Frontier17. Rob Cross, Andrew Parker, Laurence Prusak, and Stephen P. Borgatti: Knowing What we Know: Supporting Knowledge Creation and Sharing in Social NetworksFuture Directions18. Peter F. Drucker: Knowledge-Worker Productivity: The Biggest Challenge19. Thomas H. Davenport and John Glaser: Just-in-Time Delivery Comes to Knowledge Management20. Leigh Weiss and Laurence Prusak: Seeing Knowledge Plain: How to Make Knowledge Visible21. Michael Idinopulos and Lee Kempler: Do you Know who your Experts are?22. Jeffrey H. Dyer and Nile W. Hatch: Using Supplier Networks to Learn Faster