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People-focused knowledge management: how effective decision making leads to corporate success
2004, Elsevier Butterworth Heinemann
electronic resource :
in English
1417536896 9781417536894
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Book Details
Table of Contents
Cover
Table of contents
ACKNOWLEDGMENTS
PREFACE
FOREWORD
1 COMPETING IN THE GLOBAL ECONOMY REQUIRES EFFECTIVE ENTERPRISES
Premise 1-1: The Global Economy Demands Excellence
The Competitive Enterprise Example
The Global Economy Challenge
The World Requires Us to Change
Knowledge-Intensive Work
Work Is Becoming Increasingly Complex and Valuable
The Six Major Challenges
Four Management Initiatives
Enterprise Effectiveness Requires Good Intellectual Capital Assets
Examples of Structural Intellectual Capital
The Role of Knowledge Workers
2 THE EFFECTIVE ENTERPRISE
Premise 2-1: Individual Actions Lead to Overall Enterprise Performance
Premise 2-2: Effective Enterprise Behavior Leads to Success
The Proactive and Decisive Company Example
Management Philosophy
Management Choices
Knowledge-Related Practices and Actions
Resulting Behavioral and Cultural Traits
The Company's Business Results
What Does It Mean That an Enterprise Is Effective?
Good Enterprise Performance Results from Effective Personal Actions
Effective Enterprises Rely on Broad and Deep Knowledge
What Is Successful Enterprise Performance?
External and Internal Enterprise Effectiveness
Success and Knowledge-Intensive Work
The Importance of Information Technology
Productivity Is Not Always What We Expect!
Different Kinds of Productivity (Wiig & Jooste 2003)
Value Creation and Productivity
A Systemic Model of Enterprise Performance
Changing Enterprise Performance Takes Time
Characteristics of the Effective Enterprise
Six Success Factors for the Effective Enterprise
Six Behaviors of the Effective Enterprise
Successful Performance Is Durable
Performance Is a Function of Many Factors Acting Simultaneously
The Intellectual Asset Management Mentality
Building and Exploiting Intellectual Capital Assets Are Important
People Adopt New Mindsets!
3 ACTIONS ARE INITIATED BY KNOWLEDGEABLE PEOPLE: PEOPLE MAKE DECISIONS AND ACT USING DIFFERENT KINDS OF MENTAL FUNCTIONS
Premise 3-1: The Machinery of the Brain Metaphor Is aUseful Beginning
Premise 3-2: The Mind-As-Machine Metaphor Does Not Cover Everything
The Personal Reasoning Example
Have We Misunderstood How People Think, Make Decisions, and Act?
Thinking, Reasoning, and Knowledge
Associations and Biases Govern Our Actions
Information Is Not Knowledge!
The Purpose of Knowledge Is Action; the Purpose of Information Is Description
Good Reasoning Matches Knowledge and Information
Knowledgeable and Informed Decisions Deliver Performance
Goal-Directed Reasoning Relies on Goals, Information, and Knowledge
Personal Knowledge Is Built from Mental Models
On Mental Models
Many Mental Models Are Based on Metaknowledge
The Need to Increase People's Knowledge
Knowledge Required to Act Effectively
4 MENTAL AND STRUCTURAL REFERENCE MODELS
Premise 4-1: People Imitate Prior Behaviors
Premise 4-2: Organizations Re-enact Past Practices
The Personal Memory Example
Mental Model Preview
Personal Reference Models
Reference Models Are Stories!
Why Are Stories Important?
It Is Alw.
Edition Notes
Includes bibliographical references (p. 347-356) and index.
Description based on print version record.
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{{cite book|author=Karl M. Wiig |date=2004 |title=People-focused knowledge management |publication-place=Amsterdam |publisher=Elsevier Butterworth Heinemann |isbn=978-1-4175-3689-4 |lccn=2004005921 |oclc=56344473 |ol=25537483M}}