Managing for knowledge : HR's strategic role
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 Kno...
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| Formato: | Libro |
| Publicado: |
Amsterdam; m
Butterworth,
c2003.
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| LEADER | 00000nam a2200000 4500 | ||
|---|---|---|---|
| 020 | |a 9780080479125 |c Tzs 74,284/= | ||
| 040 | |a MUL |b eng |e AACR | ||
| 082 | |a 658.4038 EVA | ||
| 100 | |a Evans, Christina | ||
| 245 | |a Managing for knowledge : |b HR's strategic role |c / Christina Evans | ||
| 260 | |a Amsterdam; m |b Butterworth, |c c2003. | ||
| 300 | |a xvii, 276p.: |b ill.; |c 24cm | ||
| 504 | |a Includes references and index. | ||
| 505 | |a 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 | ||
| 520 | |a 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 | ||
| 546 | |a eng. | ||
| 650 | |a Knowledge Management | Personnel management--Information services | Personnel management | ||
| 942 | |c BK | ||
| 999 | |c 345 |d 345 | ||