Knowledge Management And Management Learning: Extending the Horizons of Knowledge-Based Management

Walter R.J. Baets9780387258195, 0387258191, 0387258469

Recently knowledge management and management learning has received considerable published coverage; however, most of this exposure is based on a rational, mechanistic view of knowledge management. Practice, on the other hand, has taught us that knowledge management and learning are extremely broad concepts with an expanding area of subfields. This rationalized and measured view of knowledge management has lead to a more technologically driven development of the field. In practice, however, this view of knowledge management has fallen short of its promise. This situation has created the need for a more encompassing approach to knowledge management. An approach that will encompass a wider domain of knowledge management topics; including topics such as, workplace learning, knowledge infrastructure, knowledge representation, innovation and learning, knowledge culture and learning, and knowledge technologies.

---

Table of contents :
Cover……Page 1
CONTENTS……Page 7
ABOUT THE AUTHOR……Page 13
INTRODUCTION……Page 19
1. COMPLEXITY: AN EMERGENTORGANISATIONAL PARADIGM IN THEKNOWLEDGE BASED ECONOMY……Page 26
2. THE EPISTEMOLOGY OF KNOWLEDGE……Page 41
3. THE COMPLEXITY PARADIGM FOR ANETWORKED ECONOMY……Page 62
4. KNOWLEDGE MANAGEMENT ANDMANAGEMENT LEARNING: WHATCOMPUTERS CAN STILL DO……Page 73
5. SUPPORTING TECHNOLOGIES FOR KNOWLEDGE MANAGEMENT……Page 102
6. LEARNING AND INTERACTION VIA ICTTOOLS FOR THE BENEFIT OF KNOWLEDGE MANAGEMENT……Page 126
7. SEDUCING, ENGAGING AND SUPPORTING COMMUNITIES AT ACHMEA……Page 138
8, VIRTUAL LEARNER-CENTRED SOLUTIONSFOR MANAGEMENT EDUCATION ANDTRAINING……Page 155
9. A SYMBIOSIS OF LEARNING AND WORK PRACTICE……Page 177
10. FACILITATING LEARNING FROM DESIGN……Page 193
11. CULTURAL COMPLEXITY: A NEWE PISTEMOLOGICAL PERSPECTIVE……Page 210
12. DIALOGUES ARE THE BREAD AND BUTTER OFTHE ORGANIZATION’S KNOWLEDGE EXCHANGE……Page 224
13. THE INFLUENCE OF KNOWLEDGESTRUCTURES ON THE USABILITY OFKNOWLEDGE SYSTEMS……Page 246
14. THE ROLE OF CONTEXTUALITY IN PROCESS STANDARDIZATION……Page 261
15. EMERGENT LEARNING PROCESSES ININNOVATION PROJECTS……Page 297
16. THE DYNAMICS OF LEARNING ANDINNOVATION……Page 327
17. KNOWLEDGE MANAGEMENT AT AKZONOBEL CAR REFINISHES R&D:IMPROVINGKNOWLEDGE CREATION ABILITY……Page 350
References……Page 370