Creating Value With Knowledge : Insights From The Ibm Institute For Business Value: Insights From The Ibm Institute For Business Value

The mid-1990s saw the rise of an important movement: a recognition that organizational knowledge, in its various forms and attributes, could be an important source of competitive advantage in the marketplace. Knowledge management has become one of the core competencies in today's competitive environment, where so much value in companies resides in their people, systems, and processes. Creating Value with Knowledge: Insights from the IBM Institute for Knowledge-based Organization examines a variety of important knowledge-related topics, some of which has been previously published in such journals as the Harvard Business Review , the California Management Review, and the Sloan Management Review, such as the use of informal networks, communities of practice, the impact of knowledge on successful alliances, social capital and trust, narrative and storytelling and the use of human intermediaries in the knowledge management process. It includes contributions from such leading thinkers as Lawrence Prusak, Dorothy Leonard, Eric Lesser, Rob Cross, and David Snowden. This book synthesizes some of the best thinking by the IBM Institute for Knowledge-Based Organizations, a think tank whose research agenda focuses on the management methods for deriving tangible business value from knowledge management and their real-world application. Annotation The mid-1990s saw the rise of an important movement: a recognition that organizational knowledge, in its various forms and attributes, could be an important source of competitive advantage in the marketplace. Knowledge management has become one of the core competencies in today's competitiveenvironment, where so much value in companies resides in their people, systems, and processes. Creating Value with Knowledge: Insights from the IBM Institute for Knowledge-based Organization examines a variety of important knowledge-related topics, some of which has been previously published insuch journals as the Harvard Business Review, the California Management Review, and the Sloan Management Review, such as the use of informal networks, communities of practice, the impact of knowledge on successful alliances, social capital and trust, narrative and storytelling and the use of humanintermediaries in the knowledge management process. It includes contributions from such leading thinkers as Lawrence Prusak, Dorothy Leonard, Eric Lesser, Rob Cross, and David Snowden. This book synthesizes some of the best thinking by the IBM Institute for Knowledge-Based Organizations, a thinktank whose research agenda focuses on the management methods for deriving tangible business value from knowledge management and their real-world application ## Abstract The mid-1990s saw the rise of an important movement: a recognition that organizational knowledge, in its various forms and attributes, could be an important source of competitive advantage in the marketplace. Knowledge management has become one of the core competencies in today's competitive environment, where so much value in companies resides in their people, systems, and processes. This book examines a variety of important knowledge-related topics, some of which has been previously published in such journals as the Harvard Business Review, California Management Review, and the Sloan Management Review, such as the use of informal networks, communities of practice, the impact of knowledge on successful alliances, social capital and trust, narrative and storytelling and the use of human intermediaries in the knowledge management process. The book includes contributions from such leading thinkers as Lawrence Prusak, Dorothy Leonard, Eric Lesser, Rob Cross, and David Snowden. This book synthesizes some of the best thinking by the IBM Institute for Knowledge-Based Organizations, a think tank whose research agenda focuses on the management methods for deriving tangible business value from knowledge management and their real-world application. How to invest in social capital / Laurence Prusak and Don Cohen Fast friends; virtuality and social capital / Eric L. Lesser and Joseph Cothrel Trust and knowledge sharing: a critical combination / Daniel Z. Levin ... [et al.] Six myths about informal networks; and how to overcome them / Rob Cross, Nitin Nohria, and Andrew Parker Knowing what we know: supporting knowledge creation and sharing in social networks / Rob Cross ... [et al.] Making invisible work visible: using social network analysis to support strategic collaboration / Rob Cross, Stephen P. Borgatti, and Andrew Parker Communities of practice and organizational performance / Eric L. Lesser and John Storck Keeping communities of practice afloat: understanding and fostering roles in communities / Michael A. Fontaine Learning from the connected customer: enhancing customer web sites with community / Eric L. Lesser and Michael A. Fontaine Knowledge resource exchange in strategic alliances / Salvatore Parise and Lisa Sasson Using mentoring and storytelling to transfer knowledge in the workplace / Walter Swap ... [et al.] Narrative patterns: the perils and possibilities of using story in organizations / David J. Snowden. A question at the center of many knowledge management efforts is often a simple one: What motivates individuals to share what they know? At first glance, we find that such sharing behaviors are, in many cases, antithetical to the way individuals are educated and brought into the workforce. This text examines a variety of important knowledge-related topics, such as the use of informal networks, communities of practice, the impact of knowledge on successful alliances, and social capital and trust