This book covers the priorities and challenges facing organisations who are increasingly focused on 'knowledge work'; it is written from a human relations - rather than a technological - perspective.
It uses real cases, backed up by evidence and analysis from a detailed study into strategic knowledge based working (KBW).
The content of the book draws on two chief sources: the author's own expertise in KBW developed over five years of blue chip KBW consultancy, and the results of a previously unpublished five year study.
The book offers clear, step-by-step guidance to executives who need to understand, deploy and implement KBW.
Key Features include: Outlines the key challenges for KBW at all organisational levels; Self assessment questions at the end of each of the four chapters; Intrachapter case studies for in depth teaching/understanding; Reflection sections integrated in each chapter; Hybrid academic/practitioner style.
The author has an established reputation and presence in the Knowledge Based Working field.
He has been an invited speaker in leading business schools and international KM conferences.He works as an international KM specialist in the financial services sector, having moved there from academia.
This text is aimed at general management students, final year graduates, and MBA/post grad, practicing managers and those with a need to study KBW in support of a range of professional qualifications in HR or management, e.g.
CIPD, CIMA, AAT, CII The Contents include: Part one: introduction to Knowledge Based Working (KBW) - a 'perfect storm'; all roads lead to knowledge; post 2000 the search for value; a new breed of the 'knowledge elite'; shrinking timeframes; local becomes global; managing intangibles cracks the code; what we gain and lose through KBW; who gets this? (and who doesn't?); the net generation vs the traditionalists; what sectors/countries are being left behind?; what about the (non-knowledge) workers?
Part two: managing KBW and knowledge workers - the new currency; are we all managers now?; a divine paradox; knowledge cannot be managed - but it's all that you have; skills and attitudes needed to manage KBW; trust me and I will deliver; give me the strength and room to flex and I will; knowledge flows and stocks; we've been here before; connectivity is king;Part three: the new rules of organisational behaviour - the 4 'C's of KBW: Commitment in the knowledge age, commitment to who? and to what?, commitment and culture; we're all Confused now - what is right?, early attempts muddy the waters; the Convergence of strategy and knowledge, the eye of the storm, strategy's resurrection, focus on the vital asset; Culture, it's in your gene pool but is it dominant or dormant?, who and how do you trust people?
Part four: flexibility or fear is the key Conclusions - the implications of KBW; clocks don't go backwards; KBW is already accelerating; third generation knowledge management; the implications for organisations; points of excessive vulnerability; implications for managers; rights and obligations; status issues; implications for employees; congratulations you are now a learning machine; you can't stop but you can get off, and on again; portfolio working.
