Free PDF , by George Von Krogh
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, by George Von Krogh
Free PDF , by George Von Krogh
, By George Von Krogh als grandios Buch wird für jede Art von Problem, die Analyse Material sicher handelt nicht nur aber auch Freund. Ein kleiner Fehler, dass einige Personen in der Regel tun könnten, wird unterschätzen Analyse als unvorsichtig Aktivität zu unterziehen. Während, wenn Sie die Vorteile und auch die Entwicklung des Lesens kennen, werden Sie nicht mehr unterschätzen. Dennoch gibt es einige Leute immer noch, wer das so fühlen und das Gefühl, dass sie nicht verlangen, insbesondere Feier zu lesen.
Genau das, was denken Sie über , By George Von Krogh als eine, die wir jetzt zur Verfügung stellen? Dies ist ein wunderbares Buch, das auf das aktualisierte vor kurzer Publikation gehört zu veröffentlichen. Wenn Angebote von Einzelpersonen, diese Publikation Problem zu erhalten versuchen, können Sie leichter sein, uns zu begleiten und auch für viel einfachere Möglichkeiten für sie suchen. Neben dieser Sie Zeit ist dein Freund über diese gute Informationen zu benachrichtigen. dieses Buchs andere Personen, die die großen Informationen in Bezug wird lindern danach nicht weit bessere Informationen mehr, zusätzlich zu bekommen Problem.
Nein, wir werden Sie sicherlich haben einige Ideen, wie diese , By George Von Krogh bezeichnet wird. Als einer der Lese Veröffentlichung, ist es klar, dass diese Veröffentlichung sicherlich absolut deutlich ausgeführt wird. Das verwandte Fach wie Sie jetzt benötigen endet Variable ist der Mann, warum Sie diese Veröffentlichung erfolgen muss. Diese Veröffentlichung Zusätzlich bekommen als Produkte der Analyse wird sicherlich verbessern Sie weitere Informationen zu erhalten. Wie bekannt ist, noch mehr Details werden erhalten Sie, mehr aufgerüstet werden Sie sicherlich sein.
Also, das ist so klar, dass immer , By George Von Krogh ein ein Lese Produkte werden einige Vorteile nutzen. Um diese Veröffentlichung zu erhalten, einfach lassen Sie uns gemeinsam Teilnehmer sein sowie die Web-Links von jeder Publikation erhalten zu dienen. Dann überprüfen Sie einfach heraus und Führung erhalten. Es wird sicherlich braucht nicht viel Zeit zu verbringen. Es wird zusätzlich Ihre Zeit nicht verlieren. Ihre kostbare Zeit sollte durch den Besitz dieses Buch wie Sie benötigt werden.
Produktinformation
Format: Kindle Ausgabe
Dateigröße: 3541 KB
Seitenzahl der Print-Ausgabe: 303 Seiten
Verlag: Oxford University Press; Auflage: Reprint (1. Juni 2000)
Verkauf durch: Amazon Media EU S.Ã r.l.
Sprache: Englisch
ASIN: B005AF6IBA
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Durchschnittliche Kundenbewertung:
5.0 von 5 Sternen
5 Kundenrezensionen
Amazon Bestseller-Rang:
#866.287 Bezahlt in Kindle-Shop (Siehe Top 100 Bezahlt in Kindle-Shop)
"This is a book about knowledge enabling." Georg Von Krogh, Kazou Ichijo, and Ikujiro Nonaka write, "It is our strong conviction that knowledge cannot be managed, only enabled...From our perspective, managers need to support knowledge creation rather than control it...This book provides new concepts about how knowledge in organizations can be created and used for competitive advantage by describing knowledge-enabling conditions...In Enabling Knowledge Creation, we move beyond the current limitations of knowledge-management theory to discuss practical approaches to the amorphous, constantly evolving, human realm of knowledge. We identify five knowledge enablers- (1)instill a knowledge vision, (2)manage conversations, (3)mobilize knowledge activists, (4)create the right context, and (5)globalize local knowledge- weaving in detailed stories from Siemens, Skandia, Shiseido, Sony, Phonak, Adtranz, General Electric, and other companies (such as 3M, Nokia, Intel, IBM, Hewlett Packard, Lotus, PricewaterhouseCoopers, Hoffmann-La Roche, and Glaxo Wellcome)."In this context Von Krogh, Ichijo, and Nonaka :* describe and discuss individual and organizational barriers to knowledge creation.* examine the three pitfalls of a knowledge-management approach in more detailed :Pitfall-1. Knowledge management relies on easily detectable, quantifiable information.Pitfall-2. Knowledge management is devoted to the manufacture of tools.Pitfall-3. Knowledge management depends on a knowledge officer.* present the three counter premises of knowledge enabling :Premise-1. Knowledge is justified true belief, individual and social, tacit and explicit.Premise-2. Knowledge depends on your perspective.Premise-3. Knowledge creation is a craft, not a science.* present more general ideas about care in organizations and the role it plays in knowledge creation.* focus on how a company's strategy can be connected to knowledge enabling.* discuss how campanies develop their knowledge visions.* describe the five key "knowledge enablers" more precisely.As sequel to "The Knowledge-Creating Company / I. Nonaka, H. Takeuchi", I highly recommend this much anticipated study.
The author's of this book are leading thinkers in the KM field. Perhaps the best way to describe this book is as a sequel to Nonaka's earlier 1995 book. But, we all remember what happened to Scarlett, again a much touted sequel. Although this book was a slight disappointment since Nonaka has set reader's expectations a little too high with his earlier groundbreaking title "The Knowledge Creating ompany" that, for the most part, defined KM as we know it. An academic reader will appreciate they theoretical insights provided and extensive references to supporting literature. But there are some aspects that this book underplays: 1. Knowledge creation is fine, but knowledge integration is perhaps as important---an issue to which the authors pay little attention. 2. Excellent ideas aside, this book underplays the significance of empirical evidence and most cases tend to be descriptive qualitative analyses. 3. The role of technology is highly underplayed. 4. The book has "sufficient" overlap with the authors' research papers in the uropean Management Journal. For academic readers who have read those, this might be a little disappointing. 5. The concept of KM and it's relationship with innovation at architectural and component levels is not described in much detail.On the positive side, you will find that: 1) Lots of issues that were barely touched upon in Nonaka's preceding book are described in further detail. 2) The book is very well written and the tone is accsible to both academic and non-academic readers. 3) the concept of BA is elucidated in further detail Readers who do not follow academic research journals might find that an interesting extension. 4) A link between strategy and KM is well illustrated. For businesses, KM is of little value if there are no results. The authors describe how to look for those results (or in lay terms, ROI). Academic readers will also find Nonaka's recent paper in a recent issue of Organization Science (2000) to be of much interest. Academic readers must also realize that the approach here seems to be "post modern," and indeed quite qualitative in the European research tradition.To sum my opinion, this book is a worthy addition to the bookshelves; but, it is not to be read without reading Nonaka's preceding book "The Knowledge Creating Company." A word of warning is in order: Academic readers will enjoy this title however, managerial readers might find it a little heavy and abstract. Indeed, this book stands out of the crowd with three authors who are well respected in the American research circles---consequently, its high overall quality comes as no surprise. Recommended.
"Knowledge written and stored in computers is effective only about 20 percent of the time," observes one CEO who is quoted in this excellent book. The authors focus on how organizations can encourage and exploit the remaining 80% - knowledge which is fundamentally created through human interaction. Such tacit knowledge is valuable because it is the key to innovation and nearly impossible to replicate. This book highlights the importance of knowledge activists, 360-degree visionaries, and cultivating a caring culture to support tacit knowledge creation and dissemination. Practical examples are provided from insight gained at well-established companies. In particular, there is a great "knowledge story" about how Shiseido introduced its Ayura cosmetics brand. After losing market share in the early 1990s, Shiseido revived itself through high quality interaction with customers. Their strategy "...involves the mutual cooperation of producers and consumers, and entails two-way education to improve the products."
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