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Managing for Knowledge: HRs Strategic Role - page 1

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Evans Ch.

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Table of Contents
Table of Contents
BackCover
Managing for Knowledge - HR s Strategic Role
Foreword
Introduction
Why Another Book On Managing Knowledge?
Part One: The Strategic Context For HR s Role In Managing For Knowledge
Chapter 1: The Changing World Of Business And The Imperative For Managing Knowledge
Changes In The Global Business Economy
Changes In Technology
The Changing Nature Of Work And The Workplace
The Changing Landscape Of Careers
Building A Shared Understanding Of Knowledge And Knowledge Management
Defining Knowledge Management
The Need For A Strategic Approach To Managing Knowledge
Case Study: The Knowledge Management Journey Within ICL
Summary
Pause For Reflection
Chapter 2: The Changing Role Of HR - From Operational To Strategic HR
Partner In Strategy Execution
Administrative Expert
Employee Champion
Change Agent
How Can HR Develop Their Competencies?
Summary
Pause For Reflection
Chapter 3: Towards A Blueprint For Building A Knowledge-Centric Culture
Barriers To Effective Knowledge Sharing
Designing A Blueprint For A Knowledge-Centric Organisation
Summary
Pause For Reflection
Part Two: Building A Knowledge-Centric Culture
Chapter 4: Structures, Roles And Responsibilities In A Knowledge-Centric Culture
Pause For Thought: Is Your Organisation Boundaryless ?
Organisational Size And Impact On Knowledge Building And Sharing
Changing Roles And Responsibilities In Knowledge Businesses
Case study: The Berkshire NHS Shared Services Unit4
Building KM Responsibilities Into Existing Roles
The Role Of Managers
Case Study: Influencing Knowledge Creation And Sharing - The Critical Role Of Managers
The Role Of Individuals
Case Study: Sharing The Learning Task
Summary
Pause For Reflection
Chapter 5: HR s Role In Building A Knowledge-Centric Culture
An Interview With Linda Holbeche, Director Of Research, Roffey Park Institute
Case Study: Building a customer-focused culture in Enterprise Rent-A-Car ( Source: HBR, July 2002)
Moving Forward - Developing Organisational Capabilities
Training And Development
Learning And Knowledge Management - The Challenges And Experience Of Oxfam GB
Summary
Pause For Reflection
Chapter 6: Re-Visiting Learning In The Knowledge Economy
The Learning And Change Spiral
Developing Organisational Know How - The Need For An Integrative Approach
Opportunities For Learning Through Everyday Practice
Learning Throughout The Project Management Cycle
Communities Of Practice
Attending To The Physical Spaces Within Which Learning Occurs
Facilitating Learning Through Informal Thinking And Learning Spaces
Building Learning Environments To Facilitate Experimentation And Play
Building A Coaching Culture
The Softer Side Of Knowledge Management - Linking Knowledge Management And Career Development Insights From KPMG
Building Blocks In The Firm s Knowledge Management Approach
Bridging The Gap Between Formal Learning And Workplace Learning - The Rise Of Corporate Universities
Learning From The Outside World
Benchmarking Activities
Learning Directly From Specialists In Other Organisations
Volunteering
Summary
Chapter 7: Understanding The Motivation For Learning Amongst Knowledge Workers
How Independent HR Professionals Manage Their Learning
What Broader Lessons Can Be Drawn From This Piece Of Research?
Summary
Pause For Reflection
Chapter 8: Working And Learning In Communities Of Practice1
Communities And Communities Of Practice - What Are They?
Mutual Engagement
From Theory To Practice - The Role Of Communities Of Practice In Knowledge Building

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Managing for Knowledge: HRs Strategic Role - page 1