This international Handbook provides a comprehensive overview of key topics, debates and issues within the now well-established field of Knowledge Management (KM). With contributions from a range of highly-skilled authors, diverse and multi-disciplinary approaches towards KM are explored in this fantastic new reference work. Topics covered include performance, ethics, sustainability and cross-cultural management, making this an equally important read to academics and practitioners working in areas such as technology, education and engineering. By analysing how the field of KM has developed over the years, as well as presenting new methods to be implemented in the workplace, this Handbook outlines a research agenda for the future of organisational learning and innovation.

Many organizations are now realizing that their competitive edge lies mostly in the brainpower-the intellectual capital-of their employees and management. To stay ahead of the pack, companies must leverage their knowledge, internally and externally. But it is not enough to develop lessons-learned databases. Experts now believe the current savior of organizations is knowledge management-the conceptualization, review, consolidation, and action phases of creating, securing, combining, coordinating, and retrieving knowledge-in short, the process of creating value from an organization's intangible assets. Jay Liebowitz, one of the leading knowledge management and expert systems authorities in the world, brings together over thirty articles contributed by the top researchers and practitioners to produce what seems destined to become the key reference for this emerging field. With it you will find: How to create a knowledge-sharing environment How senior executives can show tangible benefits using methods that value the intellectual capital-especially the "human capital" within the organization How knowledge management is not the same as information management How senior management commitment and involvement are essential to the success of a knowledge management system

This book reviews the field of Knowledge Management, taking a holistic approach that includes both "soft" and "hard" aspects. It provides a broad perspective on the field, rather than one based on a single viewpoints from Computer Science or Organizational Learning, offering a comprehensive and integrated conception of Knowledge Management. The chapters represent the best Knowledge Management articles published in the 21st century in Knowledge Management Research & Practice and the European Journal of Information Systems, with contributors including Ikujiro Nonaka, Frada Burstein, and David Schwartz. Most of the chapters contribute significantly to practise as well as theory. The OR Essentials series presents a unique cross-section of high quality research work fundamental to understanding contemporary issues and research across a range of Operational Research topics. It brings together some of the best research papers from the highly respected journals of the Operational Research Society, also published by Palgrave Macmillan.

As the most comprehensive reference work dealing with knowledge management (KM), this work, consisting of 2 volumes, is essential for the library of every KM practitioner, researcher, and educator. Written by an international array of KM luminaries, its approx. 60 chapters approach knowledge management from a wide variety of perspectives ranging from classic foundations to cutting-edge thought, informative to provocative, theoretical to practical, historical to futuristic, human to technological, and operational to strategic. Novices and experts alike will refer to the authoritative and stimulating content again and again for years to come.

The coronavirus pandemic of 2019-20 and its associated global economic collapse has bluntly revealed that decision makers everywhere are ill-equipped to identify the innovative capacities of modern societies and, in particular, deploy managers to harness such capabilities. Getting the problem of management right is a voyage to the heart of human experience. Indeed, the perennial questions that haunt our existence almost invariably prompt answers that invoke conceptions of work, transformative effort and realisation of ideas. One way or another, all such endeavour requires management. It is often overlooked that more than any other discipline, management history brings into focus humanity’s most pressing questions. At the time of writing, these queries come with a disquieting urgency. What is management? How do its modern methods differ from those in pre-industrial societies? How does the management that emerged in Western Europe and North America in the nineteenth century differ from forms practiced in the twentieth? In what ways do Asian, African and South American societies have distinctive managerial philosophies? Perhaps most importantly, what don’t we know or don’t do very well? It is to these fundamental questions that the Palgrave Handbook of Management History speaks. The work’s 63 chapters – authored by 27 of the world’s leading management and business thinkers – explore virtually every aspect of management globally as well as across millennia. The series explores the theoretical contributions of classical Western business and management scholars (Adam Smith, Frederick Taylor, Elton Mayo, Peter Drucker, Alfred Chandler, etc.) as well as commentaries from critical theorists such as Michel Foucault, Jacques Derrida and Hayden White. The Handbook is also practical. For example, its content addresses the day to day experience of management in ancient Greece and Rome as well as the contemporary approaches of China, France, South Africa, India, Denmark, Australia, South America, New Zealand and the Middle East. In short, the Palgrave Handbook provides students of economics, management, business theory and practice, and critical studies with a single comprehensive and in-depth point of reference.

The idea of managing and transforming tacit to explicit knowledge is getting more and more attention in public systems domain. It has been quite sometime that authors, researchers and managers have come to realize that employees, processes and systems of decision-making in the organizations are a great reservoir of tacit knowledge. It is an important challenge to build and manage systems that can capture, store, retrieve and build new knowledge base for effective decision-making and yet have a human interface. This book is an eye opener for people having interest in knowledge management and knowledge management systems in modern organizations. This book covers ideas, models, conceptual papers and case studies covering the whole globe through the lenses of authors of different continents. For good governance and effective management of public systems, the authors have developed knowledge management processes, models and systems that can have universal appeal and applicability. The book has sixteen, well researched, thought provoking papers and case studies from India, Europe, Brazil and USA. The judicious mix of conceptual papers and case studies will help the students/managers to understand and internalize the process and stages of knowledge management from different countries. It will also make them visualize the practice of knowledge management across the diverse organizations and countries.