Managing for knowledge : HR's strategic role / Christina Evans
Material type: TextPublication details: Amsterdam; m Butterworth, c2003.Description: xvii, 276p.: ill.; 24cmISBN:- 9780080479125
- 658.4038 EVA
Item type | Current library | Home library | Call number | Copy number | Status | Date due | Barcode | Item holds |
---|---|---|---|---|---|---|---|---|
Book | Mzumbe University Main Campus Library | Mzumbe University Main Campus Library | 658.4038 EVA (Browse shelf(Opens below)) | 1 | Available | 0069896 | ||
Book | Mzumbe University Main Campus Library | Mzumbe University Main Campus Library | 658.4038 EVA (Browse shelf(Opens below)) | 1 | Available | 0069898 | ||
Book | Mzumbe University Main Campus Library | Mzumbe University Main Campus Library | 658.4038 EVA (Browse shelf(Opens below)) | 2 | Available | 0069897 | ||
Book | Mzumbe University Main Campus Library | Mzumbe University Main Campus Library | 658.4038 EVA (Browse shelf(Opens below)) | 2 | Available | 0069899 |
Includes references and index.
anaging for Knowledge HR's Strategic Role; Copyright; Contents; List of figures; List of tables; Foreword; Introduction; Acknowledgements; Part One The Strategic Context for HR's Role in Managing for Knowledge; 1 The changing world of business and the imperative for managing knowledge; 2 The changing role of HR
from operational to strategic HR; 3 Towards a blueprint for building a knowledge-centric culture; Part Two Building a Knowledge-centric Culture; 4 Structures, roles and responsibilities in a knowledge-centric culture; 5 HR's role in building a knowledge-centric culture. 6 Re-visiting learning in the knowledge economy7 Understanding the motivation for learning amongst knowledge workers; 8 Working and learning in Communities of Practice; Part Three Building HR's KM Credibility and Capabilities; 9 Aligning HR and KM practices; 10 Knowing what we know: language and tools for knowledge mapping; 11 Building your KM toolkit; 12 Using technology wisely; 13 Summary and conclusions; References; Index
Whilst there are many books on knowledge management there are few aimed directly at HR practitioners and the critical role that they can play in building a knowledge-centric culture. This practical book draws on the author's own experience, as well as that of leading-edge Human Resource and Knowledge Management practitioners (including Linda Holbeche, Elizabeth Lank, and David Snowden), each of whom recognise that building a knowledge-centric culture cannot be achieved through technology alone. It covers areas such as: * Defining the key ingredients of a knowledge-centric culture* The changing
eng.
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