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Knowledge Management in Organizations
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Table of Contents

1. Introduction: The Contemporary Importance of Knowledge and Knowledge Management; SECTION 1: EPISTEMOLOGIES OF KNOWLEDGE IN THE KNOWLEDGE MANAGEMENT LITERATURE; 2. The Objectivist Perspective on Knowledge; 3. The Practice-Based Perspective on Knowledge; SECTION 2: AN INTRODUCTION TO KEY CONCEPTS; 4. What is Knowledge Management?; 5. Knowledge Intensive Firms and Knowledge Workers; 6. Learning and Knowledge Management; SECTION 3: KNOWLEDGE CREATION AND LOSS; 7. Innovation Dynamics and Knowledge Processes; 8. Forgetting and Unlearning Knowledge; SECTION 4: SOCIO-CULTURAL ISSUES RELATED TO MANAGING AND SHARING KNOWLEDGE; 9. The Influence of Socio-Cultural Factors in Motivating Workers to Participate in Knowledge Management Initiatives; 10. Communities of Practice; 11. Cross Community, Boundary Spanning Knowledge Processes; 12. Power, Politics, Conflict, and Knowledge Processes; 13. Information and Communication Technologies and Knowledge Management; 14. Facilitating Knowledge Management via Culture Management and HRM Practices; 15. Leadership and Knowledge Management; 16. The Production and Consumption of Knowledge on Knowledge Management and Some Reflections on Its Future as a Subject

About the Author


Donald Hislop is a Senior Lecturer in Organisational Behaviour and Human Resource Management in the Business school at Loughborough University. Prior to this he was based at Sheffield University.

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