By Jay Liebowitz
Recent learn indicates that collaboration and social networking foster wisdom sharing and innovation through sparking new connections, principles, and practices. but those casual networks are frequently misunderstood and poorly controlled. construction at the groundbreaking, bestselling first version, Knowledge administration instruction manual: Collaboration and Social Networking, moment version focuses on key parts in wisdom administration: collaboration and social networking.
To Innovate, attach the People
Jay Liebowitz, one of many most sensible wisdom administration experts on this planet, brings jointly 15 articles by way of researchers and practitioners who're one of the leaders of their fields. They current quite a few functions, thoughts, concepts, methodologies, concerns, and developments with regards to collaboration and social networking in an information administration context. in addition they indicate parts that desire extra paintings, akin to tips on how to degree the impression of knowledge-sharing efforts by way of innovation, gains, and consumer perceptions.
What are you able to study out of your casual Organization?
Packed with case experiences, this guide explores how one can proportion wisdom, make connections, and generate new principles via collaboration and interplay. it's a precious reference and lecture room textual content for these engaged in wisdom administration, quite from a collaboration and social networking point of view.
Read Online or Download Knowledge Management Handbook: Collaboration and Social Networking, Second Edition PDF
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Additional info for Knowledge Management Handbook: Collaboration and Social Networking, Second Edition
2010. Refusing Treatment: The NHS and Market-Based Reform. London: Civitas. Burt, Ronald S. 2004. Structural holes and good ideas. American Journal of Sociology 110: 349–399. Casalino, Lawrence, and James Robinson. 1997. The Evolution of Medical Groups and Capitation in California. Report for the Kaiser Family Foundation, Washington, DC. Curry, Natasha, Nick Goodwin, Chris Nayllor, and Ruth Robertson. 2008. Practice-Based Commissioning: Reinvigorate, Replace or Abandon? London: The King’s Fund.
2004. The Keystone Advantage. Boston: Harvard Business School Press. Kenis, Patrick, and David Knoke. 2002. How organizational field networks shape interorganizational tie-formation rates. The Academy of Management Review 27(2): 275–293. Kogut, Bruce. 2000. The network as knowledge: Generative rules and the emergence of structure. Strategic Management Journal 21: 405–425. Lewis, Richard. 2004. Practice-Led Commissioning: Harnessing the Power of the Primary Care Frontline. London: The King’s Fund.
14 • Knowledge Management Handbook technology and coordinating activities within the network. Network openness as well as high network density* and cohesion can assist in that direction. It is expected that lack of internal innovation coherence can lead to increased costs through unnecessary specifications, incompatibilities, delays, and even duplications in the process (Gerwin, 2004). In addition, the absence of external innovation coherence will directly undermine the value of the innovation output, as it may not be relevant with current developments.
Knowledge Management Handbook: Collaboration and Social Networking, Second Edition by Jay Liebowitz