Knowledge Sharing in Practice

Business & Finance, Management & Leadership, Management Science, Nonfiction, Computers, Advanced Computing, Information Technology, General Computing
Cover of the book Knowledge Sharing in Practice by M.H. Huysman, D.H. de Wit, Springer Netherlands
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Author: M.H. Huysman, D.H. de Wit ISBN: 9789401599924
Publisher: Springer Netherlands Publication: March 14, 2013
Imprint: Springer Language: English
Author: M.H. Huysman, D.H. de Wit
ISBN: 9789401599924
Publisher: Springer Netherlands
Publication: March 14, 2013
Imprint: Springer
Language: English

In this volume organizational learning theory is used to analyse various practices of managing and facilitating knowledge sharing within companies. Experiences with three types of knowledge sharing, namely knowledge acquisition, knowledge reuse, and knowledge creation, at ten large companies are discussed and analyzed. This critical analysis leads to the identification of traps and obstacles when managing knowledge sharing, when supporting knowledge sharing with IT tools, and when organizations try to learn from knowledge sharing practices. The identification of these risks is followed by a discussion of how organizations can avoid them.

This work will be of interest to researchers and practitioners working in organization science and business administration. Also, consultants and organizations at large will find the book useful as it will provide them with insights into how other organizations manage and facilitate knowledge sharing and how potential failures can be prevented.

View on Amazon View on AbeBooks View on Kobo View on B.Depository View on eBay View on Walmart

In this volume organizational learning theory is used to analyse various practices of managing and facilitating knowledge sharing within companies. Experiences with three types of knowledge sharing, namely knowledge acquisition, knowledge reuse, and knowledge creation, at ten large companies are discussed and analyzed. This critical analysis leads to the identification of traps and obstacles when managing knowledge sharing, when supporting knowledge sharing with IT tools, and when organizations try to learn from knowledge sharing practices. The identification of these risks is followed by a discussion of how organizations can avoid them.

This work will be of interest to researchers and practitioners working in organization science and business administration. Also, consultants and organizations at large will find the book useful as it will provide them with insights into how other organizations manage and facilitate knowledge sharing and how potential failures can be prevented.

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