Learning Through Knowledge Management

<p>'Learning through Knowledge Management' provides an insightful overview of the main issues integrating learning and Knowledge Management. It offers a rich resource of case examples that highlight Knowledge Management in practice. <br><br><br><br> The text explores and defines learning and Knowledge Management concepts, and deals with the elements that play an important part in determining implementation success in the organization. The chapters present a managerially oriented discussion of the following key areas:<br><br>* The role of processes in managing knowledge<br>* The behavioural side of Knowledge Management <br>* Leadership reflexes for knowledge management success<br>* The key features of Information Technology required for Knowledge Management<br>* The future of Knowledge Management as part of organization management.<br><br>There are many case studies which include: <br>British Airways <br>BP Amoco <br>Ford <br>Hewlett Packard <br>Xerox <br>Swedish Police <br>IBM <br><br>The case studies encompass a diverse and broad range of sectors, maturity of practice, problems and approaches to Knowledge Management.</p> Part 1 Part One; Chapter 1 Knowledge management and learning for organizations; Chapter 2 Process approaches for management of knowledge and learning; Chapter 3 Culture for knowledge sharing and transfer; Chapter 4 Leadership role in the management of knowledge structures and culture; Chapter 5 Measurement and technology; Chapter 6 Learning knowledge management imperatives: present into future; Part 2 Case Studies; Chapter 7 British Airways; Chapter 8 BP Amoco; Chapter 9 Celemi; Chapter 10 Chevron; Chapter 11 CMG; Chapter 12 Ford; Chapter 13 Hewlett-Packard; Chapter 14 Honda; Chapter 15 IBM; Chapter 16 ICL; Chapter 17 Lucent Technologies; Chapter 18 Monsanto; Chapter 19 Pacific Western Airlines; Chapter 20 The Post Office; Chapter 21 Quidnunc; Chapter 22 Singapore Airlines; Chapter 23 Swedish National Crime Intelligence; Chapter 24 Xerox;