Une pure merveille !
Un roman d'une grande beauté, drôle, fin, extrêmement lumineux sur des sujets difficiles : la perte de
l'être aimé, la dureté de la vie et la tristesse qu'on barricade parfois... Elise franco-japonaise,
orpheline de sa maman veut poser LA question à son père et elle en trouvera le courage au fil des pages,
grâce au retour de sa grand-mère du japon, de sa rencontre avec son extravagante amie Stella..
Ensemble il ne diront plus Sayonara mais Mata Ne !
This book provides an introduction to the field of knowledge management. Taking a learning-centric rather than information-centric approach, it emphasizes...
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En librairie
Résumé
This book provides an introduction to the field of knowledge management. Taking a learning-centric rather than information-centric approach, it emphasizes the continuous acquisition and application of knowledge. The book is organized into three sections, each opening with a classic work from a leader in the field. The first section, Strategy, discusses the motivation for knowledge management and how to structure a knowledge management program. The second section, Process, discusses the use of knowledge management to make existing practices more effective, the speeding up of organizational learning, and effective methods for implementing knowledge management. The third section, Metrics, discusses how to measure the impact of knowledge management on an organization. In addition to the classic essays, each section contains unpublished works that further develop the foundational concepts and strategies.
Sommaire
Can knowledge management succeed where other efforts have failed?
STRATEGY
Strategy: compelling word, complex concept
Classic work: the leader's new work: building learning organizations
Reflection on "a leader's new work: building learning organizations"
Developing a knowledge strategy: from management to leadership
Building intangible assets: a strategic framework for investing in intellectual capital
Knowledge sharing is a human behavior
PROCESS
Sharing and building context
Classic work: theory of organizational knowledge creation
Reflection on knowledge management from Japan
Knowledge management: linking theory with practice
Tacit knowledge, unarticulated needs, and empathic design in new product development
Enabling complex adaptive processes through knowledge management
Knowledge sharing shifts the power paradigm
From capitalizing on company knowledge to knowledge management
Evolution through knowledge management: a case study
METRICS
Metrics: separating KM fact from fiction
Classic work: the balanced scorecard: learning and growth perspective
Measuring intangibles and intellectual capital
New measures for a new era
Managing organizational knowledge by diagnosing intellectual capital
Knowledge sharing metrics for large organizations.
Daryl Morey is Senior Knowledge Management Engineer, Mark Maybury is Executive Director of the Information Technology Division, and Bhavani Thuraisingham is Head of the Data and Information Management Department, all at the MITRE Corporation.
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