Product Description

Leading Minds and Landmark Ideas In An Easily Accessible Format

From the preeminent thinkers whose work has defined an entire field to the rising stars who will redefine the way we think about business, The Harvard Business Review Paperback Series delivers the fundamental information today's professionals need to stay competitive in a fast-moving world.

The eight articles in Harvard Business Review on Knowledge Management highlight the leading-edge thinking and practical applications that are defining the field of knowledge management. Includes Peter Drucker's prophetic The Coming of the New Organization and Ikujiro Nonaka's Knowledge-Creating Company. A Harvard Business Review Paperback.

Product Details

• Amazon Sales Rank: #77397 in Books
• Published on: 1998-09
• Original language: English
• Number of items: 1
• Binding: Paperback
• 223 pages

From Library Journal
This collection of eight Harvard Business Review articles are written by leading business authors (including a contribution from management guru Peter Drucker), and together they present a solid introduction to and overview of the practice of knowledge management.
Copyright 1999 Reed Business Information, Inc.

Book Info
The Harvard Business Review was among the first to identify the importance of knowledge management, & now the cutting-edge thinking & practical applications that are defining the field are conveniently close at hand in this collection. Paper.

From the Back Cover
Knowledge management-the way companies generate, communicate, and leverage their intellectual assets-has only recently emerged as the information economy's essential source of competitive advantage. The Harvard Business Review was among the first to identify the importance of knowledge management, and now the cutting-edge thinking and practical applications that are defining the field are conveniently close at hand in this timely and authoritative collection.
Includes Articles:
The Coming of the New Organization (Peter F. Drucker)
The Knowledge-Creating Company (Ikujiro Nonaka)
Building a Learning Organization (David A. Garvin)
Teaching Smart People How to Learn (Chris Argyris)
Putting Your Company's Whole Brain to Work (Dorothy Leonard and Susaan Straus)
How to Make Experience Your Company's Best Teacher (Art Kleiner and George Roth)
Research that Reinvents the Corporation (John Seely Brown)
Managing Professional Intellect: Making the Most of the Best (James Brian Quinn, Philip Anderson, and Sydney Finkelstein)

Customer Reviews

Extraordinary Guidance for Practitioners
This is another great book in the HBR paperback series. There are several very helpful article/chapters in this book; each one taken alone is worth more than the cost of the book.

The article by Argyris, "Teaching Smart People to Learn," is quite insightful. Argyris explains why smart, highly trained professionals find it difficult to learn from their mistakes and failures.

In David Garvin's article/chapter, he talks about what real people in real organizations are doing to build learning organizations.

John Seely Brown discusses the importance of new innovations found in "how work is done" in his chapter.

Add to these helpful chapters, the work of Drucker, Nonaka, and Kleiner, and this is a must-have for practitioners.

Michael Beitler
Author of "Strategic Organizational Learning"

If KM seems expensive, try ignorance
I read this book when it was first published in 1998 and recently re-read it, curious to see how well it has held up since then. It has done so to a remarkable extent.

Again, I am reminded of Derek Bok's observation "If you think education is expensive, try ignorance."

This is one in a series of several dozen volumes which comprise the "Harvard Business Review Paperback Series." Each offers direct, convenient, and inexpensive access to the best thinking on the given subject in articles originally published by the Harvard Business Review. I strongly recommend all of the volumes in the series. The individual titles are listed at this Web site: www.hbsp.harvard.edu. The authors of various articles are among the world's most highly regarded experts on the given subject. All of the volumes have been carefully edited. An Executive Summary introduces each selection. Supplementary commentaries are also provided in most of the volumes, as is an "About the Contributors" section which usually includes suggestions of other sources which some readers may wish to explore.

In this volume, we are provided with a variety of perspectives on knowledge management: Peter F. Drucker on "The Coming of the New Organization," Ikujiro Nonaka on "The Knowledge-Creating Company," David A. Garvin on "Building a Learning Organization," Chris Argyris on "Teaching Smart People How to Learn," Dorothy Leonard and Susaan Straus on "Putting Your Company's Whole Brain to work," Art Kleiner and George Roth on "How to Make Experience Your Company's Best Teacher," John Seely Brown on "Research That Reinvents the Corporation," and James Brien Quinn, Philip Anderson, and Sydney Finkelstein on "Managing Professional Intellect: Making the Most of the Best." Listing the article titles correctly indicate the nature and scope of the specific subjects offered.

Quite true, some of the material is dated and inevitably so, given the elapsed time since the articles were published in the Harvard Business Review. However, in my opinion, the principles advocated and the core strategies recommended remain relevant to the contemporary marketplace. For example, Drucker notes that "to remain competitive -- maybe even to survive -- businesses will have to convert themselves into organizations of knowledge specialists." Garvin presents an especially informative analysis of Xerox's six-step problem-solving process which addresses questions to be answered, expansion/divergence issues, contraction/convergence issues, and "next steps" after implementation. Leonard and Straus rigorously examine the Myers-Briggs Type Indicator process, including within their narrative a brilliant overview of the MBTI©. Indeed, readers are provided with rock-solid material throughout each article.

For less than the cost of breakfast in an upscale Manhattan restaurant, each volume in this series provides an intellectual feast. It remains for each reader to determine, of course, which of the volumes will be most nutritious to her or his appetite. Those who share my high regard for this volume are urged to check out Carla O'Dell's If Only We Knew What We Know: The Transfer of Internal Knowledge and Best Practice, Peter Senge's The Fifth Discipline and The Dance of Change, Thomas H. Davenport and Laurence Prusak's What's the Big Idea?: Creating and Capitalizing on the Best New Management Thinking and also their Working Knowledge, Jeffrey Pfeffer and Robert I. Sutton's The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action, and Ikujiro Nonaka and Hirotaka Takeuchi's The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation.

Knowledge Management with practical applications
Excelente libro que proporciona las bases suficientes sobre la administración del conocimiento, además de tener como respaldo el prestigio de una casa de estudios como es la Universidad de Harvard.

Lo recomiendo ampliamente.