Managing for Knowledge: HRs Strategic Role

Chapter 1: The Changing World Of Business And The Imperative For Managing Knowledge

Table 1.1: Time to market – how the world of technology is speeding up

Table 1.2: Stages in an organisation’s knowledge management journey

Chapter 2: The Changing Role Of HR – From Operational To Strategic HR

Table 2.1: Contrasting traditional personnel and HRM

Table 2.2: Example of an in-company HR development programme

Chapter 3: Towards A Blueprint For Building A Knowledge-Centric Culture

Table 3.1: Cultural tensions affecting knowledge transfer within organisations (after Davenport and Prusak, 1998)

Table 3.2: Paradoxes associated with managing organisational knowledge

Chapter 4: Structures, Roles And Responsibilities In A Knowledge-Centric Culture

Table 4.1: The ‘boundaryless’ organisation – a self-assessment activity

Chapter 8: Working And Learning In Communities Of Practice

Table 8.1: Principles associated with adopting a social perspective of learning (source: Wenger, 1998)

Chapter 11: Building Your KM Toolkit

Table 11.1: An adaptation of the classic transition model

Chapter 12: Using Technology Wisely

Table 12.1: Stages in QinetiQ’s strategic approach to knowledge management