Working Knowledge : How Organizations Manage What They Know
by Thomas H. Davenport & Laurence Prusak
Table of Contents
Acknowledgments
Introduction
1 What Do We Talk about When We Talk about Knowledge?
2 The Promise and Challenge of Knowledge
Markets
3 Knowledge Generation
4 Knowledge Codification and Coordination
5 Knowledge Transfer
6 Knowledge Roles and Skills
7 Technologies for Knowledge Management
8 Knowledge Management Projects in Practice
9 The Pragmatics of Knowledge Management
Notes
Index
Other Books
Thomas H. Davenport
Laurence Prusak
About the Authors
Amazon.com
When new-car developers at Ford Motor Company wanted to learn why the original Taurus
design team was so successful, no one could tell them. No one remembered or had recorded
what made that effort so special; the knowledge gained in the Taurus project was lost
forever. Indeed, the most valuable asset in any company is probably also its most elusive
and difficult to manage: knowledge. Authors Thomas H. Davenport and Laurence Prusak assert
that learning how to identify, manage, and foster knowledge is vital for companies who
hope to compete in today's fast-moving global economy.
Working Knowledge examines how knowledge can be nurtured in organizations.
Building trust throughout a company is the key to creating a knowledge-oriented corporate
culture, a positive environment in which employees are encouraged to make decisions that
are efficient, productive, and innovative. The book includes numerous examples of
successful knowledge projects at companies such as British Petroleum, 3M, Mobil Oil, and
Hewlett-Packard. Concise and clearly written, Working Knowledge is an excellent
resource for managers who want to better harness the experience and wisdom within their
organizations.
Upside, Ron Hogan
At the corporate level, knowledge is a key component of what has become known as
intellectual capital, the intangible assets that give a company a sustainable advantage
over less-savvy competitors. For an entire company--rather than just a handful of
employees--to have knowledge, that information must be coordinated and made accessible.
Thomas H. Davenport, a professor of information management at the University of Texas,
Austin, and Laurence Prusak, IBM's competency leader in knowledge management, offer an
elegantly simple overview of the "knowledge market" aimed at fulfilling that
goal. Davenport and Prusak are also refreshingly candid about potential obstacles to
effective knowledge management.
American Way, June 15, 1998
"Davenport and Prusak provide much more than another treasure map to the
knowledge-management fields...[they] offer impressive lodes of actions you can actually
start on Monday morning."
Synopsis
The definitive primer on knowledge management, this book serves as the hands-on
resource of choice for fast companies that recognize knowledge as the only sustainable
source of competitive advantage. Drawing from their work with more than 30 firms, the
authors examine how all types of companies can effectively understand, analyze, measure,
and manage their intellectual assets, turning corporate knowledge into market value.
Reviews
A
reader from London, UK , September 9, 1999
Apt and concise introduction to knowledge management
Very readable. Real examples of experiences of today's' organisations (across industry)
Clear definitions and explanations of commonplace buzz words. Book is made even more
interesting by quotes starting each chapter.
A
reader from Atlanta , August 26, 1999
At 178 pages it packs a big punch
Short and to the point. This book can be read in one night and will make you think for
many more.
A
reader from Utah , June 18, 1999
Best of the bunch!
I ordered four books on the subject of Knowledge Management. One was thrown away. THIS ONE
has become required reading in our department.
A
reader from Kuala Lumpur, Malaysia , May 7, 1999
A best book to start with - on Knowledge Management
This book has a simple approach and giving a very clear information on what Knowledge
Management is all about. It is practical and for a new comers on this subject - it is
highly recommended.
A
reader from Seacoast, New Hampshire , April 8, 1999
KEY LESSONS OF MAKING KNOWLEDGE MANAGEMENT WORK
If you are like most people, you are a victim of "stalled" thinking about how to
make knowledge transfer work better in your organization. As the authors point out, many
people believe things that will not work in practice, such as "build it and they will
come" from a technology resource sharing perspective that all one needs to do is have
the resource available. Unlike the theory about knowledge management, Davenport and Prusak
have investigated many organizations to learn what does and does not work. Unlike some
books that are no more than a few case histories strung together, the authors concisely
use examples to exemplify the key points of what they have learned. In their parlance,
this book is full of "knowledge" rather than just "information" or
"data." They are also astute observers, and notice things that many might miss.
A key example of their astuteness is the observation that those who are expected to share
must be given some meaningful incentive to do so. In these days of downsizing,
right-sizing, etc., those with knowledge often see that knowledge as a security blanket
for an economic livelihood. You have to provide some incentive to share that matches or
exceeds the incentive to hoard knowledge. You need to read and understand the lessons of
this book if you want to get further along in using the knowledge that is available (both
in and outside of your company) to achieve greater results. A terrific book on the related
subject of how to create new knowledge and use that knowledge to then create much greater
results is "The 2,000 Percent Solution."
A
reader from Washington, USA , March 1, 1999
Lots of Info, little "Knowledge" and action
This book was a disappointment. It included lots of discussion on knowledge management,
but had only a few, weak examples of success stories. This book offers no solutions to
creating a knowledge sharing culture or improving knowledge sharing within an
organization.
A
reader from Atlanta, GA , November 1, 1998
The best book on KM basics
This is the best book that forms the very basis for most of the underlying ideas that the
knowledge management community is building further on. Davenport brings a lot to this book
from his rare academic & industry background.A MUST read.
