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4,7 von 5 Sternen
4,7 von 5 Sternen
Working Knowledge: How Organizations Manage What They Know
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am 8. April 1999
If you are like most people, you are a victim of "stalled" thinking about how to make knowledge transfer work better in your organization. As the authors point out, many people believe things that will not work in practice, such as "build it and they will come" from a technology resource sharing perspective that all one needs to do is have the resource available. Unlike the theory about knowledge management, Davenport and Prusak have investigated many organizations to learn what does and does not work. Unlike some books that are no more than a few case histories strung together, the authors concisely use examples to examplify the key points of what they have learned. In their parlance, this book is full of "knowledge" rather than just "information" or "data." They are also astute observers, and notice things that many might miss. A key example of their astuteness is the observation that those who are expected to share must be given some meaningful incentive to do so. In these days of downsizing, rightsizing, etc., those with knowledge often see that knowledge as a security blanket for an economic livelihood. You have to provide some incentive to share that matches or exceeds the incentive to hoard knowledge. You need to read and understand the lessons of this book if you want to get further along in using the knowledge that is available (both in and outside of your company) to achieve greater results. A terrific book on the related subject of how to create new knowledge and use that knowledge to then create much greater results is "The 2,000 Percent Solution."
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While this book summarized the concept of working knowledge with thoughtfulness and communicated these concepts clearly, it is not a comprehensive step-by-step instruction guide for knowledge management. Also, the book examples from organizations seemed more like a portfolio of successes or resume of experiences by the authors rather than serving as a means to more clearly covey working knowledge in action. While the examples did allow the reader to delve into more areas of working knowledge and better understand it in action, the parallel of how one would implement such strategy in one's own workplace was not nearly explored. All that being said, I thoroughly enjoyed the book and feels it serves a good, basic introduction into working knowledge. It covers what knowledge is, who has it, who uses and needs it, what skills are necessary to form and manage it, cultural and other issues related to knowledge management, ways to incorporate it (with or without technology) into the workplace, and what measurements can be used. The measurements area was a little weak. But, again, the absence of true measurement analysis and instruction remind the reader that this is a book intended for a solid look and understanding of knowledge management--not a comprehensive guide for implements and assessing it within an organization. This book provides the information that might persuade someone to value and seek knowledge management. Additional reads and study would be required in order to master it.
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am 2. August 2000
I have to say that the only frustrating thing about reading this book was the fact that I had not done it before. In addition to addressing important, acute issues, Davenport and Prusaks are good writers and base their approach on practice and solid cases (including examples from 39 organisations) instead of abstract theories. The point is, most of existing knowledge management literature has its head in the clouds, forgetting the actual work environment, where the knowledge managed is born and used.
The one thing that may feel alien from a Scandinavian perspective is the weight the authors' put on the so called "knowledge markets". That is, their approach to knowledge management is a strict application of market economy. While this opens some interesting perspectives and offers an applicable framework, it is, in my view, too simplistic. The authors do mention altruism as one of the possible motivations of knowledge sharers and exclaim: "Such people do exist ... We all know individuals who simply like helping" but the authors seem to have difficulties understanding such individuals. I have to give them credit, though, as they note that attitude to altruism is at least partly a question of national culture.
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TOP 500 REZENSENTam 11. Mai 2000
Although knowledge management is an irresistible concept, your progress in this area is anything but assurred. Knowledge management is a hot topic, but it is usually pushed by people who want to sell you something. As a result, you can end up with a lot of technology that will not help you to manage your knowledge. As insurance against getting started in the wrong direction, I suggest you read Working Knowledge as a first step.
Davenport and Prusak have examined 39 organizations that are well above average users of their knowledge. The case histories will give you a practical sense of what works that would take you years of false steps to duplicate in your organization.
Then, even more helpfully, the authors outline the key lessons of these top performers for you to follow. I especially recommend chapter 9 on The Pragmatics of Knowledge Management.
Any new initiative will run into problems and fall back. A great book to read next is The Dance of Change, which focuses squarely on that issue.
Any book has to narrow its focus to be successful. That focus creates a vulnerability. In this book, the vulnerability is not looking far enough ahead for more effective ways to do knowledge management that no one is yet doing. For example, the potential to share knowledge among top best practice organizations is enormous. More attention is needed here.
But do buy, read, and apply the lessons of this book. It's a great place to start!
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am 11. November 1997
This new book by Davenport and Prusak, two old pros in the Knowledge Management business, is the most definitive book written on the subject. The writing is clear and concise and discusses a variety of issues in KM and Intellectual Capital. This is an ideal book on several levels. It will provide those unfamilar with this subject a good basis for understanding this emerging management discipline. For those who are up-to-date on the latest innovations within this field, the book provides a great example of the difficulty faced when trying to institute a Knowledge Management culture within an organization. Finally, as KM grows into a critical mgmt. function, this book can serve as a guideline on how to avoid the usual pitfalls as well as taking advantage of the strategies that will assist with the successful implementation of a KM System.
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am 27. Juni 2000
Your company is thinking about implementing knowledge management, then "Working Knowledge" is the place to start your research on this topic. Thomas Davenport and Laurence Prusak give you a very practical introduction to this business concept with many "real life" examples that explain the theoretical foundation. Therefore you will earn a deeper understanding of how to generate, codify and transfer knowledge without ever feeling overrun at any point. Especially chapter eight and nine are very helpful when it comes down to get to work with the implementation of a knowledge management system in your company. Here you'll find helpful hints and advice to start out in the right direction and never miss a turn. So don't hesitate put your knowledge to work and do it right the first time!
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am 20. Juli 1998
About a year ago I began doing research on this concept of knowledge management. I was lucky enough to stumble onto KMGMT through computerworld magazine, where Dr. Davenport has several articles posted. I made my way to his web site, and a wealth of other's via the leadership series March 17th, 1997. After doing much independent reading I made my way to Dr. Davenport's class where he was actually using this book as reference for the class. I was astounded by the knowledge made available. IT is clear after reading this book there are four key enablers for KMGMT -- leadership, culture, technology, and measurement. I give this book a superb rating, it's fresh, real and creates solutions for companies IT/KM leader instantly.
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am 24. Januar 2000
I found Davenport's work to be of enormous value as I begin my work in the KM area. This is the first book you should read on KM -- it is concise and provides a very good foundation. I would then highly recommend moving on to Amrit Tiwana's Knowledge Management Toolkit. It's hands-on approach was an excellent follow-up to Davenport, as it lays out specific scenarios, guidelines, and tools for implementing KM in your organization.
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am 18. Juni 1998
While totally different from Studs Terkel's Working, Working Knowledge does have the same amount of honesty and it tells the story of working in a knowledge-based world. It's also the most practical book on linking learning, leadership and "knowledge management" there is. Save your business time and money, buy this book and if you don't find value I'll buy you lunch.
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am 1. März 1999
This book was a disappointment. It included lots of discussion on knowledge management, but had only a few, weak examples of success stories. This book offers no solutions to creating a knowledge sharing culture or improving knowledge sharing within an organization.
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