Knowledge Sharing in Practice

D. H. De Wit

ISBN 10: 1402005849 / ISBN 13: 9781402005848

Published by Springer Netherlands, Springer Netherlands, 2002

About this Item

Druck auf Anfrage Neuware - Printed after ordering - 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.

Seller Inventory # 9781402005848

Bibliographic Details

• Title: Knowledge Sharing in Practice
• Publisher: Springer Netherlands, Springer Netherlands
• Publication Date: 2002
• Language: English
• ISBN 10: 1402005849
• ISBN 13: 9781402005848
• Binding: Buch
• Condition: Neu
• Dimensions: 241W x 160H x 16D millimeters 241 millimeters width by 160 millimeters height by 16 millimeters depth
• Weight: 480 grams

About this title

Synopsis

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.