Product Description
In a world where the only certainty is uncertainty, the one sure source of lasting competitive advantage is knowledge. The best companies survive by consistently creating new knowledge, disseminating it widely throughout the organization, and quickly leveraging it in their business processes and their products.

In The Knowledge-Creating Company, Ikujiro Nonaka shows how your company can exploit its knowledge to continually innovate and reinvent itself in the face of relentless change. ... Read more

Customer Reviews (19)

The Founding Text of the Knowledge-Creation School
This book has its origins in an article the two authors wrote for the Harvard Business Review in 1986 about new product development in Japanese companies. Rather than construct a complex theory, complete with flow charts and diagrams, they used a simple metaphor: developing a new product is more like a rugby game than a relay race. Under the relay approach, new-product development proceeds sequentially from phase to phase--concept development, feasibility testing, product design, development process, pilot production, and final production--with one group of functional specialists passing the baton to the next group. Under the rugby approach, the product development process emerges from the constant interaction of a multidisciplinary team whose members work together from start to finish. As in rugby, the ball gets passed within the team as it moves as a unit toward the goal.

Because project teams consist of members with varying functional specializations, the issue of learning was considered a key aspect of product development. The article focused on two dimensions of learning: across multiple levels (individual, group, and corporate) and across multiple functions. But although the authors devoted sections to cross-fertilization and transfer of learning, they didn't develop the epistemological dimension of learning, and their focus was more on the learning organization than on the knowledge-creating company. Japanese firms' reliance on trial and error and on learning by doing wasn't analyzed in terms of the prevalence of tacit knowledge and processes of organizational knowledge creation.

In their book, Nonaka and Takeuchi introduce a key distinction between two kinds of knowledge: explicit knowledge and tacit knowledge. Explicit knowledge can be expressed in words and numbers and shared in the form of data, scientific formulae, specifications, manuals, and the like. This kind of knowledge can be readily transmitted across individuals formally and systematically. Tacit knowledge, on the other hand, is highly personal and hard to formalize, making it difficult to communicate or share with others. Subjective insights, intuitions, and hunches fall into this category of knowledge. Difficult to verbalize, such tacit knowledge is deeply rooted in an individual's action and experience, as well as in the ideals, values, or emotions he or she embraces.

There are two dimensions to knowledge creation: epistemological and ontological. The epistemological level describes how knowledge is converted from one type into another through processes of socialization (from tacit knowledge to tacit knowledge), externalization (from tacit knowledge to explicit knowledge), combination (from explicit to explicit) and internalization (from explicit to tacit). The ontological level refers to the knowledge-creating entity: it includes individual, group, organizational, and interorganizational levels. A knowledge spiral emerges when the interaction between tacit and explicit knowledge is elevated dynamically from a lower ontological level to higher levels.

The authors believe that Japanese companies are especially good at realizing this exchange between tacit and explicit knowledge during the product development phase, and that there is a distinctively Japanese approach to knowledge creation. Epistemologically, Westerners tend to emphasize explicit knowledge and the Japanese tend to stress tacit knowledge. Ontologically, Westerners are more focused on individuals, while the Japanese are more group-oriented. These differences give rise to a wholly different view of the organization: not as a machine for processing information, but as a living organism. People in Japan emphasize the importance of learning from direct experience as well as through trial and error. Like a child learning to eat, walk, and talk, they learn with their minds and bodies. This tradition of emphasizing the oneness of body and mind has been a unique feature of Japanese thinking since the establishment of Zen Buddhism.

The Western philosophical tradition, culminating with Wittgenstein, stresses that "we cannot say what we cannot think". But through metaphors, analogies, and pictures, people put together what they know in new ways and begin to express what they know but cannot yet say. As Polanyi put it, "We can know more than we can tell". The concept of tacit knowledge focuses on highly subjective insights, intuitions, and hunches that are gained through practical experience. This messy knowledge can prove indispensable in elaborating new concepts. As the authors underscore, "Ambiguity can prove useful at times not only as a source of a new sense of direction, but also as a source of alternate meanings and a fresh way of thinking about things. In this respect, new knowledge is born out of chaos".

Another important contribution of this book is to highlight the importance of middle managers and the role they play in the knowledge-creation process. Middle managers serve as a bridge between the visionary ideals of the top and the often chaotic reality of everyday business. They synthesize the tacit knowledge of both front-line employees and senior executives, make it explicit, and incorporate it into new products and technologies. Their contribution points toward a model of management that is neither top-down nor bottom-up, but "middle-up-down". In this model, knowledge is engineered by middle managers, who are often leaders of a team or task force, through a spiral conversion process involving both the top and the front-line employees.

Coming from a rich research field that combines theoretical speculation and practical experience, this management book is unlike any other. In no other text you will find discussions on the philosophy of Descartes and Nishida juxtaposing figures depicting the mechanics of a disposable cartridge in a photocopier. The case studies are not just vignette illustrations reduced to their skeletal form, they are thick descriptions replete with technical specifications and biographical details of key participants. There are no laundry lists of implementable measures or mnemonics of keywords that conjure the image of an alphabet soup. Instead the theory is illustrated by rich diagrams and stories, emphasizing the role of pictures and metaphors in conveying knowledge in a non-verbal form. The Oxford University Press ought to be commended for bringing this volume, the first in a series, to the attention of a public that seldom gets management books worthy of a rereading.

Not as advertised.
The website ("Look Inside") shows a 257+ page book. This book is 59 very small pages. I am very unsatisfied that I have to pay to return this.

This is not a book and it's free online anyway
The only thing you need to know about this "book" is that it's not a book at all, but an article that is available for free online as a 10 page PDF file.Google the title and save yourself the $8.95 plus shipping that I spent to find that what was shipped to me I already had on my hard drive.The "book" is 56 pages double spaces and the size of a small birthday card.As to the concepts discussed, I find them highly interesting but in fairness I'm still investigating this subject so I'll leave the analysis to others better qualified but the central theme that knowledge is tacit and created in Japanese firms vs. quantifiable, objective and structured in IT systems in the western world is worthy of consideration.Two stars for this idea having value for anyone looking to re-create the organizational knowledge structure of a company, but I'm being generous.It feels like I got ripped off.

Instructive and valuable
Interesting title---a little dated. The introductory portion of the book is worth the journey. A few of their examples are dated at best, but their "knowledge spiral" and their exploration of tacit and explicit knowledge was well done. The knowledge model----separated from "structure" is very good, however when they wander into the realm of organization structures I found their analysis wanting----mind you, it was good, but there was too much anecdotal and not enough meat. This was a ground breaking study---their introduction of a "hypertext" model into organization structure is fascinating (I believe their examples don't exemplify/expand their hypothesis as there is very little data to support the correlation of their idea to actuals). Overall the authors did a good job of exposing Western audiences to another way of managing knowledge---and I learned a lot. Highly recommended if you are interested in knowledge management.

Not even worth one star
I was very disappointed by this book. Not only was it painful to read, because it dragged on and was full of academic nonsense, the authors views were also unconvincing and based on old research.

This book is outdated and not relevant to the way Japan is today. The authors use a lot of research and examples from the 80s and even the 70s. They make the claim that Japanese firms experienced a lot of success in the late 70s and 80s because of their superior ability to "create knowledge." They seem to be in complete denial that Japan's economic bubble had anything to do with this "success" that they are talking about.Also, the book was written over 10 years ago, before the financial crisis and before people realized that a lot of this so-called success was just cooked in the books by accountants.

They do give some reasonable examples of knowledge creating firms that are successful, but that's all they are, just a few examples and not an accurate representation of the whole picture of Japanese Management. Also, most of the examples are of Japanese manufacturing firms. What about the service sector? Suspiciously they did not use examples of companies from Japan's service sector, which are extremely inefficient and not the text book perfect examples of successful "knowledge creating" firms.

The theories and models in this book are a bunch of overly abstract vague pretentious academic nonsense. The real life examples are so nebulously related to the theories and models that most successful (or unsuccessful) companies can be used as examples.

If you want to read a bunch of nonsense based on old research with the names of Harvard professors and some philosophy thrown in to make the nonsense seem legit and intelligent, then by all means, read this book. But if you are like me and want to learn about Japanese management, don't waste your time or money on this book.
... Read more

Product Description

The discipline of Knowledge Management (KM) is rapidly becoming established as an essential course or module in both information systems and management programs around the world. Many KM texts pitch theoretical issues at too technical or high a level, or presenting a only a theoretical prescriptive treatment of knowledge or KM modeling problems. The Knowledge Management Primer provides students with an essential understanding of KM approaches by examining the purpose and nature of its key components. The book demystifies the KM field by explaining in a precise, accessible manner the key concepts of KM tools, strategies, and techniques, and their benefits to contemporary organizations. Readers will find this book filled with approaches to managing and developing KM that are underpinned by theory and research, are integrative in nature, and address softer approaches in manifesting and recognizing knowledge.

Product Description
The Leading project management workbook—and an unparalleled PMP/CAPM Exam study guide

Now updated and revised in a Tenth Edition, this powerful two-in-one resource—the Project Management Workbook and PMP/CAPM Exam Study Guide—by Harold Kerzner:

• Supplements the industry-leading project management "bible," Project Management, Tenth Edition, with the most useful workbook of insightful problems and exercises

• Provides a stand-alone, self-study guide to the Project Management Professional (PMP) Certification Exam, complete with simulated exam questions

• Offers solutions to all problems, questions, and cases, making it a must-have resource for mastering the critical skills of successful project management

Product Description
A volume in I.S.C.E Book Series: Managing the ComplexSeries Editors Kurt Richardson and Michael Lissack, ISCE ResearchIt seems as if attempts to use knowledge to understand and manage social networks are everywhere.Millions, if not billions, of dollars are being spent in an attempt to derail terrorist networks, withmuch of it being invested in making sense of massive data streams. There is growing concern thatmuch of this money is being squandered on approaches that will never deliver on their promises.Our armed forces are being prepared to combat terrorist threats by the introduction of "networkcentric approaches" and "digital battlefields" - basically attempts to provide warfighters with acomplete picture of the battlespace. However, the experience of practitioners suggests that the "datasmog" this creates is actually counterproductive.From the arena of politics, the recent invigorating battle between senators Clinton and Obama has thrown the spotlight on thedeficiencies in political polling (Economist, 2008b). Changes in the structure of the situation (e.g. high turnouts) have thrown the wholeindustry into chaos. Complexity is being discounted and the results are stark. The conclusion formed in the media was that the situationwas wildly unpredictable (so anyone's to win), and ended up having real consequences for the Democratic challenger in November2008 (Baldwin, 2008).Turning to business, we find that Société Générale recently lost $7.2bn as the result of asingle rogue trader making a series of bogus transactions amid turbulent markets in 2007 and2008. There has been much speculation on what was known, when it was known, and whoknew it. In other words, we have speculation that this is an example of the role of knowledgein the mismanagement of social networks - with spectacular effect.At a glance, the problems highlighted above seem positively overwhelming. Where do youstart? But start we must. Simple "causal and effect" thinking doesn't seem to be able to cutthe mustard. There is broad agreement that even if the Kyoto targets were fully met, onschedule, by 2100 it would only delay the warming of the planet by six years (Parry et al.,1998). We need to utilize knowledge in new ways...or maybe uncover insights from oldways.It is hard to think of something more worthy of attention that the role of knowledge in themanagement of complex systems.In Volume 4 of the Managing the Complex Series we have brought together seventeen essaysfrom authors around the globe to explore the complex systems view of knowledge and itsrole in social networks. Contributors explore such topics as: the limitations to our knowledgeof complex systems, the transfer of knowledge from local to global levels, collaborative knowledge generation, decision making incomplex multi-stakeholder situations, organizational learning and innovation, all through the lens of the emerging field of complexityscience. The editors hope that this volume will give theorists further avenues to explore in their attempts to understand knowledgecreation, maintenance and distribution, and also provide practitioners with new tools to apply in the complex and messy real world. ... Read more

Customer Reviews (1)

Good for certification purposes
I find this book (just like the rest of PMI's standards) a very important reference for those wishing to acquire the "text book" knowledge, and very important for certification purposes.
But if you are looking for practical knowledge, and details on how to implement OPM3 on your organization, or on clients, then I recomend other books like "Every Organization can implement OPM3".
Hope this helps.
Certified OPM3 Consultant. ... Read more

Product Description

Close collaboration across agencies and international borders is mandatory for public health officials. A powerful tool for sharing knowledge, knowledge management (KM) can help public health professionals quickly collaborate and disseminate knowledge for solving public health issues worldwide. The latest initiatives for reforming healthcare have put the spotlight on the need for maximizing resources. In addition to providing a platform for sharing knowledge, KM can help healthcare professionals do more with less. One tool, two problems solved. Yet the sharing of knowledge and KM continues to be a major challenge in the public health field.

Knowledge Management in Public Health provides a general introduction to KM and social networking in the public health arena. The book begins with coverage of basic principles, components, and methodologies as well as trends and key issues in public health. It includes ten case studies illustrating applications of KM and social networking in public health. The chapters are written by leading individuals from organizations involved in applying KM in public health worldwide. The editors and chapter authors explore the many elements of KM, delineating how and why to start such an initiative. They provide specific examples of the development and value-added benefits of KM in a variety of public health environments.

Tough or quick decision making has always benefitted enormously from knowledge based on the maximum amount of pertinent information available at the time—this has not changed. What is new in the present public health environment is the need to do this more often, with fewer personnel available, and increased expectations relative to the services expected by the public. Better use of information under a KM system is well suited to serve that purpose. This book explores the many ways to use KM to anticipate potential health issues and quickly resolve key incidents when they occur.

Product Description
We are now in the 'third wave' of Knowledge Management - the first was focused on the potential of new technology, while the second focused on the nature of knowledge and how people 'know' and learn. The focus in the third phase is two-fold: building individual and team productivity, and proper alignment of Knowledge Management efforts in helping deliver on strategic goals of the organization.

Knowledge Management- a Blueprint for Delivery explores and builds on current ideas about the dynamics of knowledge in organizations, answering such questions as: 'What is knowledge management?' and 'What does it mean for today's companies and organizations?'

Written by two leading knowledge management practitioners, this book looks beyond academic theory and software company hype to focus on the roles that knowledge and information play in creating high-performance organizations.

Built on their extensive experience of Knowledge Management programme design and delivery, Knowledge Management- a Blueprint for Delivery:
- contains a comprehensive survey of the whole area of Knowledge Management, from theory and strategy creation through to techniques, tools, and delivery of change
- provides an insight into developing and managing Knowledge Management initiatives
- bridges the gap between theoretical, strategic, and practical hands-on perspectives

Customer Reviews (4)

A truly good book....
Outstanding is the best word to use if you need a book that can give you a basic understanding of the leading KBM practices.Six Sigma to defect analysis and most concepts in between are covered in an easy-to-read and follow manner.I was so impressed, I bought six copies for my management team and asked them to read it on their next flight (the book can be read in one sitting).

Knowledge Based Management - excellent book
I enjoyed the book and gave it to my supervisor. The Folks from Air Academy Associates us a common sense approach implementing six sigma.

An excellent managers guide to KBM and Six Sigma
This book is an excellent KBM and Six Sigma primer. Designed by it's authors to be read in it's entirety by business executives or managers in the duration of a short plane journey (2-3 hours), this books adopts it's philosophy of KISS (Keep it Simple...) in order to communicate it's ideas.

The book's format is light (0.6kg) and compact (23.5cm x 15.5cm x 2.4cm). Its style is light and easy to read, with frequent diagrams. At the same time it manages to be informative and pass on profound quality improvement knowledge.

While it is American in flavour, I have personally found that the powerful underlying messages of quality improvement translate well internationally across Europe.

A Primer on Process Improvement
I thought the book was an excellent introduction to the topic of process improvement, where the author argues that we should manage processes from the vantage point of knowledge of them.By this they mean more than knowing how the work gets done, but what is the cost of failure, what are the key defect types, what are the sources of the defects, and knowing the tools to address these issues.

If you are an expert in the topics of quality, process management, 6 sigma, this may not be the book for you to expand your knowledge.This may be a good book for you to use as a tool to help a manager, colleague, or someone less familar get a grounding.There is a good discussion of problem solving, the requisite tools, process mapping, and a good primer on why it is important to business.

I would read Demings "Out of the Crisis", and then pick up this book.There are may others that I would include on the list, but this is a good start.

If you are looking for an excellent discussion on DOE, Taguachi Techniques, and other sophisticated methods, go elsewhere.If you are looking for a well thoughout introduction to the idea that we need to solve problems by fixing processes and not people, this is an excellent book. ... Read more

Product Description
It is a tragic paradox of American health care: a system renowned for world-class doctors, the latest medical technologies, and miraculous treatments has shocking inadequacies when it comes to the health of the urban poor. Urban Health Knowledge Management outlines bold, workable strategies for addressing this disparity and eliminating the “knowledge islands” that so often disrupt effective service delivery. The book offers a wide-reaching global framework for organizational competence leading to improved care quality and outcomes for traditionally underserved clients in diverse, challenging settings. Its contributors understand the issues fluently, imparting both macro and micro concepts of KM with clear rationales and real-world examples as they: • Analyze key aspects of KM and explains their applicability to urban health.• Introduce the KM tools and technologies most relevant to health care delivery.• Offer evidence of the role of KM in improving clinical efficacy and executive decision-making.• Provide extended case examples of KM-based programs used in Washington, D.C. (child health), South Africa (HIV/AIDS), and Australia (health inequities).• Apply KM principles to urban health needs in developing countries.• Discuss new approaches to managing, evaluating, and improving delivery systems in the book’s “Measures and Metrics” section. Urban health professionals, as well as health care executives and administrators, will find Urban Health Knowledge Management a significant resource for bringing service delivery up to speed at a time of great advancement and change. ... Read more

Product Description

Today there are more technology, technologists, knowledge and experts than at any time in human history; but from a global perspective, it is difficult to argue that this accumulation of knowledge and technology has put the world in an unambiguously better position than it was in the past. Business is not getting any easier to do and major corporate collapses based on poor decisions, poor conduct, and poor judgement continue to occur. In public administration too, basic institutions and services (education, health, transport) seem to be continually undergoing “crises” of inadequate delivery and excessive pressure. Wisdom and Management in the Knowledge Economy explains why unwise managerial practice can happen in a world characterized by an excess of information and knowledge.

Drawing on Aristotle’s idea of practical wisdom, the book develops a theory of social practice wisdom that addresses important social psychological and sociological dynamics that underpin wise management and organizations. As well as providing a detailed theory of social practice wisdom, this book considers practical issues in organizational communication, behavior, culture, change and knowledge as well as in HRM, leadership, ethics, strategy, international business, business education, and wisdom research. By introducing the notion of social practice wisdom, aspects of social structure, organizational culture, and organizational communication needed for wisdom to flourish are for the first time rendered visible in a way that opens new possibilities for wiser management, wiser organizations, and wisdom research.

Product Description

While companies search the world over to benchmark best practices, vast treasure troves of knowledge and know-how remain hidden right under their noses: in the minds of their own employees, in the often unique structure of their operations, and in the written history of their organizations. Now, acclaimed productivity and quality experts Carla O'Dell and Jack Grayson explain for the first time how applying the ideas of Knowledge Management can help employers identify their own internal best practices and share this intellectual capital throughout their organizations.

Knowledge Management (KM) is a conscious strategy of getting the right information to the right people at the right time so they can take action and create value. Basing KM on three major studies of best practices at one hundred companies, the authors demonstrate how managers can utilize a visual process model to actually transfer best practices from one business unit of the organization to another. Rich with case studies, concrete examples, and revealing anecdotes from companies including Texas Instruments, Amoco, Buckman, Chevron, Sequent Computer, the World Bank, and USAA, this valuable guide reveals how knowledge treasure chests can be unlocked to reduce product development cycle time, implement more cost-efficient operations, or create a loyal customer base. Finally, O'Dell and Grayson present three "value propositions" built around customers, products, and operations that could result in staggering payoffs as they did at the companies cited above.

No amount of knowledge or insight can keep a company ahead if it is not properly distributed where it's needed. Entirely accessible and immensely readable, If Only We Knew What We Know is a much-needed companion for business leaders everywhere.Amazon.com Review
Responding to the familiar observation that what you don'tknow can and will hurt you, American Productivity and Quality Centerleaders Carla O'Dell and C. Jackson Grayson Jr. have countered with acontention that the "hidden reservoirs of intelligence that exist inalmost every organization" can, with work, be efficiently tapped "tocreate customer value, operational excellence, and productinnovation--all the while increasing profits and effectiveness." IfOnly We Knew What We Know is their detailed examination of theresultant groundbreaking but common-sense methodology they have dubbed"knowledge management," along with their analysis of several companiessuch as Amoco, Arthur Andersen, Buckman Laboratories, and Xerox thatare successfully employing it today. By studying the execution andevolution of this practice in over 70 companies involved with theirnon-profit management organization, the two have observed how toppractitioners are turning internal information that's alreadyselectively available into dynamic improvements that are apparentthroughout the companies. They describe how to implement knowledgemanagement in your own firm and describe the "enabling context"(including infrastructure, culture, technology, and measurement) thathelp or hinder the process. --Howard Rothman ... Read more

Customer Reviews (17)

An Excellent Starting Point
This book quickly helped me to define my knowledge management approach as it has case studies, and skips the jargon. I recommend it to all starting with knowledge management.

Very easy to read and usefull KM book
KM is about People, IT, Infraestructure and Metrics,I agree with Carla on that. KM is the key of today business.

Good 'outside the box' thoughts on KM
This book offers useful 'outside the box' reasons that knowledge management is needed and helpful.People generally think of knowledge management as being internally focused (i.e. "didn't we solve that problem last year"), this book goes beyond that to deeper levels of knowledge management.An example is you hire a person with 10 years experience (read: KNOWLEDGE) but peer teams aren't made aware of past experience (KNOWLEDGE), they are only made aware of the current job position.Knowledge management from a technology stand point is both a searchable repository and a broker service that links people with questions to people with answers.Creating a knowledge management system is challenging and should always involve outside council, use a good consulting company that won't try and sell you software but will provide a well designed solution.[...]

Useful introduction to KM
KM was a vague and fuzzy terminology for me, before i read this book.We had a KM subject as a part of the IT management course inGraduation and this book was suggested as a good reference to get insight and understanding.I found this book useful in giving a clear picture on KM - the concept underlying KM, the way to approach it, implementation methods, challenges, common pitfalls, lot of practical examples, success stories - all of this is covered.Another salient aspect is, the book is very easy to read - it doesn't thrown in too much of jargon or heavy-duty management stuff. This can be an easy read for anybody(the casual reader, the management junkie, student etc).

This book was written almost eight years ago. Much has changed due to the Internet revolution and the spawn of great IT tools.Even though the material of the book is still relevant (remember: IT is only a enabler and not be-all of KM), it would have been useful to have an updated version of the book with examples of implementation of KM in the current environment.

Here are some intresting excerpts from the book:
*******************
-Knowledge is what people in an organization know about their customers, products, processes, mistakes and successes, whether that knowledge is tacit or explicit. It is dynamic - a consequence of action and interaction of people in an organization with information and with each other.
-Knowledge Management is a conscious strategy of getting the right knowledge to the right people at the right time and helping "people share and put information into action" in ways that strive to improve organizational performance.
-It's guaranteed that exhortation to "Share more!" will not work. It takes systems and systematic approaches like internal benchmarking, mapping the knowledge terrain, creating new practices, which costs time and money. That's why having a clear business case and a value proposition is important.
-Culture is important, because learning and sharing knowledge are social activities. They take place among people.
-while new technologies are making the transfer of practices and knowledge more affordable then ever before, companies that think that simply by developing an intranet they will make sharing happen are dangerously wrong.
-Technology is a catalyst for KM but no panacea.
-Business Values Drive Transfer benefits
-Having the right culture is critical
-There is no conclusion to managing knowledge and transfering best practices. It is a race without finishing line
**************

Solid Theory, But More Execution Tasks Needed
This book focuses on making the case for a knowledge management system.If you're already convinced and need specific, measurable steps, try a different book. ... Read more

Product Description
There is a strong movement today in management to encourage management practices based on research evidence. In the first volume of this handbook, I asked experts in 39 areas of management to identify a central principle that summarized and integrated the core findings from their specialty area and then to explain this principle and give real business examples of the principle in action. I asked them to write in non-technical terms, e.g., without a lot of statistics, and almost all did so.

The previous handbook proved to be quite popular, so I was asked to edit a second edition. This new edition has been expanded to 33 topics, and there are some new authors for the previously included topics. The new edition also includes: updated case examples, updated references and practical exercises at the end of each chapter. It also includes a preface on evidence-based management. The principles for the first edition were intended to be relatively timeless, so it is no surprise that most of the principles are the same (though some chapter titles include more than one principle).

This book could serve as a textbook in advanced undergraduate and in MBA courses. It could also be of use to practicing managers and not just those in Human Resource departments. Every practicing manager may not want to read the whole book, but I am willing to guarantee that every one will find at least one or more chapters that will be practically useful. In this time of economic crisis, the need for effective management practices is more acute than ever. ... Read more

Customer Reviews (1)

Knowledge Management in the Public Sector: A Blueprint for Innovation in Government
I purchased this as a textbook for a class I am taking on Knowledge Management and egovernment (in an MPA program).The concepts are well explained with good examples from the federal sector (NASA, DOD, etc.). In addition to finding this very helpful in learning the topic from an academic perspective, I am finding material which is immediately applicable in practice. ... Read more