The New Knowledge Management: Complexity, Learning, and Sustainable Innovation
Author: Mark W McElroy
'The New Knowledge Management' is the story of the birth of "second-generation knowledge management," told from the perspective of one its chief architects, Mark W. McElroy. Unlike its first-generation cousin, second-generation Knowledge Management seeks to enhance knowledge production, not just knowledge sharing. As a result, 'The New Knowledge Management' expands the overall reach of knowledge management to include "innovation management" for the very first time.
'The New Knowledge Management' introduces the concept of "second-generation knowledge management" to the business community. Mark W. McElroy has assembled a collection of his own essays, written over the past four years, chronicling the development of related thinking in the field.
Unlike first-generation KM, mainly focusing on value derived from knowledge sharing, second-generation thinking formally adds knowledge making to the scope of KM. In this way second-generation KM expands the overall reach of KM to include "innovation management" for the very first time. 'The New Knowledge Management' finally begins to bridge the gap between KM and the field of organizational learning, which up until now have been viewed as miles apart.
* Charts the next generation of knowledge management thinking by the President of KMCI: the leading KM organization
* Expands the overall reach of knowledge management to include "innovation management" for the very first time
* Mark W. McElroy, chief architect of second-generation Knowledge Management, shares his vast experience in a collection of his own essays
Langdon Morris
Even though the field of Knowledge Management is as old as the human intellect, there continue to be marvelous opportunities to define new and important innovations. The distinctions that Mark McElroy offers are just that. What he gives us here are valuable and enduring ideas that help to focus our thinking on what really matters, which is namely the creation of new knowledge of value to the future designs and decisions of the organization. This book is a fine compilation of clear and insightful writings that frame the evolution of contemporary knowledge management, and point us towards the future.
Thomas Petzinger
Mark McElroy is the new guru of Knowledge Management. His articulation of 'second generation' concepts in knowledge management provides the most coherent framework I know of for understanding how information becomes knowledge in organizations. And his application of complexity theory to business organizations ranks with the most rigorous work available. Give this book the time and attention it deserves and it will change how you see your organization.
Leif Edvinsson
A most insightful reading on the evolution of KM. 'The New Knowledge Management' is about sustainable innovation, or life as a social process of continuous renewal. This very rich book also highlights the importance of organisational knowledge, as an important part of organisational sustainability. It is also leading up to social innovation capital as a longitude dimension for extended society innovation.
Verna Allee
'The New Knowledge Management' is a thoughtful and provocative exploration of the many aspects of knowledge in organizations. McElroy challenges some of the popular myths of knowledge management and weaves together a solid and comprehensive framework for knowledge management professionals.
Table of Contents:
| Foreword | ||
| Preface | ||
| Acknowledgments | ||
| Introduction | ||
| Pt. I | The New Knowledge Management | |
| 1 | Second-Generation Knowledge Management | 3 |
| 2 | Integrating Complexity Theory, Knowledge Management, and Organizational Learning | 33 |
| Pt. II | Practice Implications | |
| 3 | A Framework for Knowledge Management | 53 |
| 4 | Double-Loop Knowledge Management | 69 |
| 5 | Where Does Knowledge Management Belong? | 82 |
| 6 | The Policy Synchronization Method | 92 |
| Pt. III | Sustainable Innovation | |
| 7 | The Principle of Sustainable Innovation | 125 |
| 8 | Managing for Sustainable Innovation | 133 |
| 9 | Sustainable Innovation and the "Learning Drive" | 144 |
| Pt. IV | The Economics of Knowledge Management | |
| 10 | Social Innovation Capital | 169 |
| 11 | Returns on Investment from Knowledge Management | 187 |
| App | A Presentation on Second-Generation Knowledge Management | 211 |
| Index | 233 |
Look this: The Edison Gene or The Acne Cure
Managing the Knowledge - HR's Strategic Role
Author: Christina Evans
Whilst there are many books on knowledge management there are few aimed directly at HR practitioners and the critical role that they can play in building a knowledge-centric culture.
This practical book draws on the author's own experience, as well as that of leading-edge Human Resource and Knowledge Management practitioners (including Linda Holbeche, Elizabeth Lank, and David Snowden), each of whom recognise that building a knowledge-centric culture cannot be achieved through technology alone.
It covers areas such as:
* Defining the key ingredients of a knowledge-centric culture
* The changing structures, roles and responsibilities needed to create a knowledge-centric culture
* HR's unique contribution to building a knowledge-centric culture, together with practical steps for getting started on the KM journey and for keeping the momentum going
* Tools and techniques for: opening up a dialogue about why knowledge management is crucial for business and personal success; knowledge mapping; encouraging and facilitating knowledge sharing, as well as ways of identifying key knowledge players
* How to help your organisation reframe its assumptions about learning in the knowledge economy
* How to ensure that your HR practices are knowledge aligned
*Outline the strategic and practical elements of HR's involvement in knowledge management
*Features contributions from Dave Snowden and Elizabeth Lank
*Practical case studies to help create an organizational culture that knows how to mobilize and leverage its knowledge
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