Critical capabilities and competencies for knowledge organizations /
Failed knowledge management projects have one element in common: they fail to focus on the organization's core business functions and instead choose functions that are easy or might produce 'low-hanging fruit'. As a result, often even successful knowledge management projects add littl...
Κύριοι συγγραφείς: | , , , , |
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Μορφή: | Ηλ. βιβλίο |
Γλώσσα: | English |
Έκδοση: |
Bingley, U.K. :
Emerald Publishing Limited,
2019.
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Σειρά: | Working methods for knowledge management
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Θέματα: | |
Διαθέσιμο Online: | Full Text via HEAL-Link |
Πίνακας περιεχομένων:
- Part I: The new world of work and workers
- 1. The changing landscape of work
- 2. Building knowledge capacity into organizations
- 3. Fundamentals of knowledge capital
- 4. From knowledge capacity to knowledge capabilities
- Part II: Managing organizational capabilities
- 5. Knowledge capabilities - roles, responsibilities, placement
- 6. Revisiting competence and competencies
- 7. Competence, proficiency and performance
- Part III: Managing individual capabilities
- 8. Human capital competence and proficiency models
- 9. Structural capital competence and proficiency models
- 10. Relational capital competence and proficiency models
- Part IV: Aligning strategies - business, knowledge and human resources
- 11. Strategic alignment - business, knowledge and human resource management
- 12. Implications for human resource management roles and responsibilities
- Appendix A. Pulling it all together.