An analysis of the strategic business tool of knowledge management.
Written in 2004; 8,192 words; 46 sources; MLA; $ 175.95
Paper Summary:
This paper reviews, synthesizes, and evaluates existing work that has been carried out in the field of knowledge management (KM). The data evaluated is from a wide variety of books, journal articles, magazines, and the Internet. The paper contends that increased understanding of knowledge management by any organization can help improve its productivity and consequently its profitability.
Table of Contents
Chapter 1: Introduction
1.1 Problem Statement
1.2 Hypothesis
1.3 Rationale for the Study
1.4 Data Collection and Subject Population
1.5 Limitations of the Study
Chapter 2: Literature Review
2.1 Concepts of Knowledge Management
2.2 Elements of Knowledge Management
2.2.1 Training and Organizational Learning
2.2.2 Knowledge "Flow" through the Organization
2.3 Team Working and Knowledge Management
2.4 Communication Channels
2.5 Barriers to KM Implementation
2.6 Leadership
2.7 Rewards and Recognition Needed for KM Workers
2.8 Infrastructure Technical and Social
Chapter 3: Methodology
Chapter 4: Recommendation and Conclusion
4.1 Recommendations
4.2 Conclusion
Chapter 5: Bibliography
From the Paper:
"Organizational knowledge is becoming very essential for organizations operating in the present environment. The ability of any organization to harness, nurture and efficiently use the knowledge of the workers can prove to be the competitive strategy for any organization. There is also a lot of knowledge woven into the processes of any organization. Economies in the U.S. and the industrialized world are depending more on knowledge and intelligence based businesses. If organizations can understand appropriate ways to harness this knowledge, they can then optimally use it for betterment of the organization. Additionally, they can improve areas of process and task improvement, customer relationships and logistics and supply chain management. This will ensure the generation of greater profits for the company. Management practices have undergone rapid changes and evolutions in the past three decades."
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