Donald Hislop (Loughborough University), Rachelle Bosua (The University of Melbourne), Remko Helms (Open University of The Netherlands)
Knowledge Management in Organizations
A critical introduction
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Donald Hislop (Loughborough University), Rachelle Bosua (The University of Melbourne), Remko Helms (Open University of The Netherlands)
Knowledge Management in Organizations
A critical introduction
- Broschiertes Buch
The most comprehensive and critical textbook on knowledge management, in an accessible, concise format.
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The most comprehensive and critical textbook on knowledge management, in an accessible, concise format.
Produktdetails
- Produktdetails
- Verlag: Oxford University Press
- 4 Revised edition
- Seitenzahl: 344
- Erscheinungstermin: 29. März 2018
- Englisch
- Abmessung: 243mm x 186mm x 20mm
- Gewicht: 670g
- ISBN-13: 9780198724018
- ISBN-10: 0198724012
- Artikelnr.: 51252832
- Verlag: Oxford University Press
- 4 Revised edition
- Seitenzahl: 344
- Erscheinungstermin: 29. März 2018
- Englisch
- Abmessung: 243mm x 186mm x 20mm
- Gewicht: 670g
- ISBN-13: 9780198724018
- ISBN-10: 0198724012
- Artikelnr.: 51252832
Donald Hislop, Loughborough University Rachelle Bosua, The University of Melbourne, Remko Helms, Open University of The Netherlands
* 1: The Contemporary Importance of Knowledge and Knowledge Management
* Part 1: Epistemologies of Knowledge in the Knowledge Management
Literature
* 2: The Objectivist Perspective on Knowledge
* 3: The Practice-Based Perspective on Knowledge
* Part 2: An Introduction to Key Concepts
* 4: What is Knowledge Management?
* 5: Knowledge Intensive Firms and Knowledge Workers
* 6: Learning and Knowledge Management
* Part 3: Innovation, Knowledge Creation and Unlearning
* 7: Innovation and Knowledge Processes
* 8: Unlearning, Knowledge Loss, of the Protection of Knowledge
* Part 4: Introduction to ICTs and Knowledge Management
* 9: Objectivist Perspectives on ICTs and Knowledge Management
* 10: Practice-based Perspectives on ICTs and Knowledge Management
* Part 5: Socio-Cultural Issues Related To Managing and Sharing
Knowledge
* 11: The Influence of Socio-Cultural Factors in Motivating Workers to
Participate in Knowledge Management Initiatives
* 12: Communities of Practice
* 13: Boundary-Spanning Knowledge Processes in Heterogeneous
Collaborations
* 14: Power, Politics, Conflict, and Knowledge Processes
* Part 6: The Management of Knowledge Work (and Workers)
* 15: Facilitating Knowledge Management via the Use of Human Resource
Management Practices
* 16: Leadership, Organizational Culture Management, and Knowledge
Management
* Part 1: Epistemologies of Knowledge in the Knowledge Management
Literature
* 2: The Objectivist Perspective on Knowledge
* 3: The Practice-Based Perspective on Knowledge
* Part 2: An Introduction to Key Concepts
* 4: What is Knowledge Management?
* 5: Knowledge Intensive Firms and Knowledge Workers
* 6: Learning and Knowledge Management
* Part 3: Innovation, Knowledge Creation and Unlearning
* 7: Innovation and Knowledge Processes
* 8: Unlearning, Knowledge Loss, of the Protection of Knowledge
* Part 4: Introduction to ICTs and Knowledge Management
* 9: Objectivist Perspectives on ICTs and Knowledge Management
* 10: Practice-based Perspectives on ICTs and Knowledge Management
* Part 5: Socio-Cultural Issues Related To Managing and Sharing
Knowledge
* 11: The Influence of Socio-Cultural Factors in Motivating Workers to
Participate in Knowledge Management Initiatives
* 12: Communities of Practice
* 13: Boundary-Spanning Knowledge Processes in Heterogeneous
Collaborations
* 14: Power, Politics, Conflict, and Knowledge Processes
* Part 6: The Management of Knowledge Work (and Workers)
* 15: Facilitating Knowledge Management via the Use of Human Resource
Management Practices
* 16: Leadership, Organizational Culture Management, and Knowledge
Management
* 1: The Contemporary Importance of Knowledge and Knowledge Management
* Part 1: Epistemologies of Knowledge in the Knowledge Management
Literature
* 2: The Objectivist Perspective on Knowledge
* 3: The Practice-Based Perspective on Knowledge
* Part 2: An Introduction to Key Concepts
* 4: What is Knowledge Management?
* 5: Knowledge Intensive Firms and Knowledge Workers
* 6: Learning and Knowledge Management
* Part 3: Innovation, Knowledge Creation and Unlearning
* 7: Innovation and Knowledge Processes
* 8: Unlearning, Knowledge Loss, of the Protection of Knowledge
* Part 4: Introduction to ICTs and Knowledge Management
* 9: Objectivist Perspectives on ICTs and Knowledge Management
* 10: Practice-based Perspectives on ICTs and Knowledge Management
* Part 5: Socio-Cultural Issues Related To Managing and Sharing
Knowledge
* 11: The Influence of Socio-Cultural Factors in Motivating Workers to
Participate in Knowledge Management Initiatives
* 12: Communities of Practice
* 13: Boundary-Spanning Knowledge Processes in Heterogeneous
Collaborations
* 14: Power, Politics, Conflict, and Knowledge Processes
* Part 6: The Management of Knowledge Work (and Workers)
* 15: Facilitating Knowledge Management via the Use of Human Resource
Management Practices
* 16: Leadership, Organizational Culture Management, and Knowledge
Management
* Part 1: Epistemologies of Knowledge in the Knowledge Management
Literature
* 2: The Objectivist Perspective on Knowledge
* 3: The Practice-Based Perspective on Knowledge
* Part 2: An Introduction to Key Concepts
* 4: What is Knowledge Management?
* 5: Knowledge Intensive Firms and Knowledge Workers
* 6: Learning and Knowledge Management
* Part 3: Innovation, Knowledge Creation and Unlearning
* 7: Innovation and Knowledge Processes
* 8: Unlearning, Knowledge Loss, of the Protection of Knowledge
* Part 4: Introduction to ICTs and Knowledge Management
* 9: Objectivist Perspectives on ICTs and Knowledge Management
* 10: Practice-based Perspectives on ICTs and Knowledge Management
* Part 5: Socio-Cultural Issues Related To Managing and Sharing
Knowledge
* 11: The Influence of Socio-Cultural Factors in Motivating Workers to
Participate in Knowledge Management Initiatives
* 12: Communities of Practice
* 13: Boundary-Spanning Knowledge Processes in Heterogeneous
Collaborations
* 14: Power, Politics, Conflict, and Knowledge Processes
* Part 6: The Management of Knowledge Work (and Workers)
* 15: Facilitating Knowledge Management via the Use of Human Resource
Management Practices
* 16: Leadership, Organizational Culture Management, and Knowledge
Management