Index_K

K

Kao Corporation, 132

Kingma, Jan, 238

Knight, Tom, 16, 17, 89

Knowledge:

as a key business asset, 3, 4–5

definitions of, 12–16

know how, 14–15

know of/about, 14

know who, 15–16

know why, 15

dynamic flow of, 204–5

knowing what you know, 206–7

knowledge types, 16

language of, 194

ASHEN model, 187–94

Knowledge awareness programme, 93

Knowledge brokers, 228

Knowledge connections:

building and facilitating, 73

identification, 227–8

Knowledge disclosure points (KDPs), 192

Knowledge experts, 72, 228

Knowledge management, 16–22, 258–9

alignment with HR, See Human resources (HR)

asking meaningful questions, 194–6

building blocks of, 26

conceptual problems with, 187–8

content management, 190, 205

context management, 190, 205

creating a meaningful context, 191–3

demystifying, 92–3

definitions, 16–18

developing the organisation’s knowledge base, 70–8

building and facilitating knowledge connections, 73

encouraging informal learning, 73

giving staff time to think, 74

helping staff value what they know, 74

locating and valuing knowledge experts, 72

revisiting assumptions about productive work, 73–5, 119

role of managers, 70–1, 75–8

supporting the free movement of people, 71, 108–9

trial team structures and ways of working, 71–2

See also Knowledge-centric culture

internal audit, 22–3

mechanistic approach, 20

narrative management, 190, 205

need for strategic approach, 22–3

organic approach, 20–1

responsibility for, 19–20

role of managers, 70–1, 75–8

role of individuals, 78–82

broadcasting achievements, 81

developing knowledge-building capabilities, 81–2

helping colleagues, 82

sharing insights and reflections, 78

sharing knowledge interests, 78–9

suspending judgement on ideas, 80–1

rules of, 188–91

strategic framework, 25–6

surveys, 19, 20

time allocation to, 244

See also Knowledge-centric organisations

Knowledge sharing:

barriers to, 41–2

organisational size and, 66

Knowledge transfer, 117–18

See also Learning

Knowledge workers, 17–18

knowledge behaviours, 56–7, 82

motivation for learning, 140–7

Knowledge-centric culture, HR’s role in, 84–111

agreeing priorities for change,90–1

communication, 93–5, 111

demystifying knowledge management, 92–3

developing a sense of community, 109–10

engaging managers in dialogue, 91

ensuring the right leadership, 95–8

selecting and developing leaders, 98–9

ensuring the right people, 99–100

evaluation, 110–11

knowledge awareness programme development, 93

people movement plans, 108–9

start and endpoint clarification, 89–90

strategic goal identification, 90

training and development, 100–1

Knowledge-centric organisations:

blueprint for, 43–57

clearly defined cultural values, 43–4

clearly defined knowledge behaviours, 56–7

creativity encouragement, 46–8

diversity embracement, 44–6

facilitative leadership, 53–4, 85

flexibility, 49–51

fluid roles and responsibilities, 51

learning centric, 51–3

networking, 53

permeable and agile structure, 48–9

physical work environment, 54–6

changing roles and responsibilities, 67–9

Chief Knowledge Officer, 67–8

Information Officers/Information Services Officers, 68–9

characteristics of, 39–41

developing organisational ‘know how’, 117–18

See also Knowledge management; Knowledge-centric culture; Learning

Kok, L.K., 43

Kotter, J.P., 94–5

KPMG, 127–32, 244, 249

career development support, 130–1

coaching culture development, 131–2

culture change, 129–30

global values, 128–9

organisational background, 127–8