Published June 25, 2012
Reference - 342 Pages - 52 B/W Illustrations
ISBN 9781439878033 - CAT# K13618
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Recent research shows that collaboration and social networking foster knowledge sharing and innovation by sparking new connections, ideas, and practices. Yet these informal networks are often misunderstood and poorly managed. Building on the groundbreaking, bestselling first edition, Knowledge Management Handbook: Collaboration and Social Networking, Second Edition focuses on two key elements in knowledge management: collaboration and social networking.
To Innovate, Connect the People
Jay Liebowitz, one of the top knowledge management authorities in the world, brings together 15 articles by researchers and practitioners who are among the leaders in their fields. They present numerous applications, concepts, techniques, methodologies, issues, and trends related to collaboration and social networking in a knowledge management context. They also point out areas that need more work, such as how to measure the impact of knowledge-sharing efforts in terms of innovation, profits, and customer perceptions.
What Can You Learn from Your Informal Organization?
Packed with case studies, this handbook explores how you can share knowledge, make connections, and generate new ideas through collaboration and interaction. It is a valuable reference and classroom text for those engaged in knowledge management, particularly from a collaboration and social networking perspective.
Collaboration and Social Networking: The Keys to Knowledge Management—Introductory Thoughts
Knowledge and Collaboration in Multihub Networks: Orchestration Processes among Clinical Commissioning Groups (CCGs) in the United Kingdom
Celine Miani, Markos Zachariadis, Eivor Oborn, and Michael Barrett
Religious Communities of Practice and Knowledge Management—The Potential for Cross-Domain Learning
Denise A.D. Bedford
Cross-Cultural Technology-Mediated Collaboration: Case Study of Oxfam Quebec and Peru
Enabling Knowledge Exchange to Improve Health Outcomes through a Multipartner Global Health Program
Theresa C. Norton
Emperor: A Method for Collaborative Experience Management
Ulrike Becker-Kornstaedt and Forrest Shull
Real-Time Knowledge Management: Providing the Knowledge Just-In-Time
Building Vertical and Horizontal Networks to Support Organizational Business
Maureen Hammer and Katherine Clark
Social Network Analysis: A Pharmaceutical Sales and Marketing Application
Molly Jackson, Doug Wise, and Myra Norton
Collaborating Using Social Networking at Price Modern
Gloria Phillips-Wren and Louise Humphreys
Visual Knowledge Networks Analytics
Florian Windhager, Michael Smuc, Lukas Zenk, Paolo Federico, Jürgen Pfeffer, Wolfgang Aigner, and Silvia Miksch
A Framework for Fostering Multidisciplinary Research Collaboration and Scientific Networking within University Environs
Francisco J. Cantú and Héctor G. Ceballos
Knowledge Management and Collaboration: Big Budget Results in a Low Budget World
Andrew Campbell and Melvin Brown II
TATA Chemicals—Knowledge Management Case Study
B. Sudhakar and Devsen Kruthiventi
Knowledge-Enabled High-Performing Teams of Leaders
Bradley Hilton and Michael Prevou
"… focuses on the most important features of modern-day knowledge management, and so is very much a new edition of the handbook compared to the 1999 edition, not just a re-tread ... . The examples come from several countries and include not-for-profit organizations. This will be just what international business school classes need. ... a good source of practical examples ... ."
—Professor John S. Edwards, Executive Dean, Aston Business School
"Since the first Knowledge Management Handbook was published in 1999, "social" has become part of everyone’s life – virtual interactions with relatives and friends, as well as collaborative efforts among teams of colleagues (at work or volunteer group efforts). The contributors to this volume are not concerned with institutions and organizations creating social networking opportunities for the sake of being "cool" and doing what the literature says other organizations (i.e., their competition) are doing. These are purposeful efforts making it possible and easy for individuals and teams of workers to share knowledge with one another. The cases highlighted in this second edition focus on how collaborative tools and knowledge sharing efforts facilitate goal achievement, often moving organizations in directions they had not thought to go before and pivoting more quickly than they’d been able to in the past. This ability to adapt to new situations and take advantage of opportunities as they arise is the penultimate goal of knowledge management (KM)."
—Barbie E. Keiser