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Working knowledge
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Working knowledge

Working knowledge

How organizations manage what they know

Thomas H. Davenport, Laurence Prusak

199 pages, parution le 01/01/2000

Résumé

While we fully expect that knowledge management will branch out in new directions, the key messages presented in Working Knowledge have clearly held up over time. Certainly all of the topics discussed in the book are still pertinent today, and even the relevance of the technology oriented content has largely withstood the introduction of many new knowledge-oriented technologies. We would hardly want to call the book "timeless," but little that we wrote a few years ago seems to have become dated.

And while knowledge management itself bas been called faddish in some quarters, we do maintain that the movement is here to stay There is little doubt that knowledge is one of any organizations most important resources, or that knowledge workers' roles will grow in importance in the years ahead. Why would an organization believe that knowledge and knowledge workers are important, yet not advocate active management of knowledge itself?

Our model for the future of knowledge management is the quality movement. Both concepts began similarly as managerial enthusiasms given extensive coverage by the business press and gurus. And just as quality precepts became embedded in many firms' cultures and daily operating procedures, we believe the best outcome for the knowledge management movement will be a similar embeddedness. Knowledge management should become part of everything an organization does, and be part of everyone's job. If companies are successful in managing knowledge, they may even forget that they are doing it.

Thomas H. Davenport is the Director of the Andersen Consulting Institute for Strategic Change, a research center in Cambridge, Massachusetts. He is also a Professor at the Boston University School of Management and a Distinguished Scholar in Residence at Babson College.


Laurence Prusak
is Executive Director of the IBM Institute for Knowledge Management in Cambridge, Massachusetts. He has taught in several leading universities on the topic of knowledge management and is frequently quoted in such periodicals as Fortune, Business Week, and CIO.

L'auteur - Thomas H. Davenport

Thomas Davenport holds the President's Chair in Information Technology and Management at Babson College. He is director of research for Babson Executive Education; an Accenture Fellow; and author, co-author, or editor of nine books, including Working Knowledge: How Organizations Manage What They Know (HBS Press, 1997).

L'auteur - Laurence Prusak

Laurence Prusak is Executive Director of the IBM Institute for Knowledge Management in Cambridge, Massachusetts. He has taught in several leading universities on the topic of knowledge management and is frequently quoted in such periodicals as Fortune, Business Week, and CIO.

Caractéristiques techniques

  PAPIER
Éditeur(s) Mc Graw Hill
Auteur(s) Thomas H. Davenport, Laurence Prusak
Parution 01/01/2000
Nb. de pages 199
Format 15,5 x 23,5
Couverture Broché
Poids 321g
Intérieur Noir et Blanc
EAN13 9781578513017

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