Leading Organizational Learning

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Chapter Twenty-Three Building Social Connections to Gain the Knowledge Advantage Susan E. Jackson Niclas L. Erhardt Modern organ ...

knowledge stock. Other practices aim to speed the movement of knowledge through the organization, thereby improving knowl- edge ...

It is probably no coincidence that many managers evaluate their organizations’ knowledge management systems based on how well th ...

obsolete. These are conclusions that threaten self-esteem and thus they are likely to be resisted. This problem seemed to hobble ...

The emotions experienced by people participating in these two different approaches to knowledge sharing and learning manage- men ...

effective than people when it comes to storing, manipulating, and distributing information. However, they can do so only to the ...

a deal with a major client in another country. One can read about the values and norms of that country, but the usefulness of wr ...

a critical source of individual competitive advantage. The issue of power is woven into the fabric of a variety of social barrie ...

consultants with more opportunities to build personal relationships and establish greater trust among themselves. Parties, socia ...

in ways that ultimately influence the entire industry. Network structures like this are intended to maximize knowledge flows amo ...

management practices. Gradually, they will overcome the many technical and social barriers that hobble their competitors, and le ...

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Chapter Twenty-Four Some Key Examples of Knowledge Management W. Warner Burke At the time of this writing, the cause of NASA’s s ...

Influencing others—for example, “You appropriately involve other executives and organizations in your planning process.” Managin ...

Other key examples and perhaps lessons for leaders in the domain of knowledge management to be explored in this chapter are afte ...

you know where you were at such-and-such a time, but in an envi- ronment where one hilltop can look pretty much like the next, y ...

AARs, and when integrated, the process is typically bottom-up, starting with reports from the platoons. The usual outcome to an ...