The New Edge in Knowledge: How Knowledge Management Is Changing the Way We Do Business Review

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The New Edge in Knowledge: How Knowledge Management Is Changing the Way We Do Business ReviewI found this book because I know about APQC and their record with knowledge management. (The authors run APQC's KM research) APQC has done A LOT of research of all of the best companies out there with KM. These companies work with APQC--no secondary research. And to see that research had meant being a part of a study. But this book includes a lot of that primary research and puts it together into specific directions for customization. I wish I had this book years ago when my program was first ramping up. Regardless, this book has given me a great push to keep improving our program and to stay up-to-date with how KM has to change to remain a strategic asset.The New Edge in Knowledge: How Knowledge Management Is Changing the Way We Do Business OverviewThe best thinking and actions in the fast-moving arena of collaboration and knowledge management
The New Edge in Knowledge captures the most practical and innovative practices to ensure organizations have the knowledge they need in the future and, more importantly, the ability to connect the dots and use knowledge to succeed today.
Build or retrofit your organization for new ways of working and collaboration by using knowledge management
Adapt to today's most popular ways to collaborate such as social networking
Overcome organization silos, knowledge hoarding and "not invented here" resistance
Take advantage of emerging technologies and mobile devices to build networks and share knowledge
Identify what can be learned from Facebook, Twitter, Google and Amazon to make firms and people smarter, stronger and faster

Straightforward and easy-to-follow, this is the resource you'll turn to again and again to get-and stay-in the know. Plus, the book is filled with real-world examples – the case studies and snapshots of how best practice companies are achieving success with knowledge management.
Praise for The New Edge in Knowledge: How Knowledge Management is Changing the Way We Do Business
"You may think you know knowledge management, but this is new—how knowledge initiatives can incorporate social media, mobile technologies, and learning, for example. This book integrates the new knowledge management with the best of the old, such as communities of practice and measurement. KM still matters, and this book tells you why."—Thomas H. Davenport, President's Distinguished Professor of IT and Management, Babson College
"Over the last decade, knowledge management has emerged as a key success factor for the modern corporation, driven by tremendous advances in business analytics. This book studies the best practices in knowledge management and how leadership companies are applying them today."—Virginia M. Rometty, Senior Vice President and Group Executive Sales, Marketing and Strategy, IBM
"APQC has been on the leading edge of knowledge management for almost two decades. O'Dell and Hubert have captured those best practices and created a road map to transform the way people work. Reap the benefits of their experience."—C. Jackson Grayson, Chairman and Founder, APQC and co-author of If Only We Knew What We Know
"The New Edge in Knowledge is a useful how-to manual that takes best practice sharing and organizational capability building to the next level: Web 2.0, social networking, mobility, and communities of practice. National and international examples show how companies can create strategic alignment and systematic management to transfer knowledge rapidly and effectively."—Rosabeth Moss Kanter, Harvard Business School professor and author of SuperCorp: How Vanguard Companies Create Innovation, Profits, Growth, and Social Good
"What has made our KM program strong is sticking to the fundamentals-- that's exactly what this book outlines. It provides trusted advisor guidance on how any company or organization can take the concrete steps to create and implement a world class KM strategy."—Dan Ranta, Director of Knowledge Sharing, ConocoPhillips
"Carla O'Dell and Cindy Hubert have written an amazingly down to earth, useful and practical book on knowledge management and its importance to modern business. Starting with the distinction between information and knowledge, they provide a viewpoint that leaves IT in the dust. Read it to prepare for tomorrow's world!"—A. Gary Shilling, President, A. Gary Shilling & Co., Inc.
"A practical business approach to knowledge management, this book covers KM's value proposition for any organization, provides proven strategies and approaches to make it work, shares how to measure KM's impact, and illustrates high level knowledge sharing with wonderful case studies. Well done!"—Jane Dysart, Conference Chair, KMWorld & Partner, Dysart & Jones Associates
"This book is a tour de force in the field of knowledge management. Read every single page and learn about best practices from the leading firms around the world. All of this and more from the company that leads the way in the field: APQC. I highly recommend it for your bookshelf."—Dr. Nick Bontis, Director, Institute for Intellectual Capital Research
"Food for thought from two of the pioneers. Carla O'Dell and Cindy Hubert have been in the trenches with many of the organizations that have succeeded in leveraging KM for business benefit. They recognized early the symbiotic relationship between knowledge flow and work flow and have guided practitioners in the quest to optimize and streamline both."— Reid Smith, Enterprise Content Management Director, Marathon Oil Company
"Carla O'Dell and Cindy Hubert take knowledge management from vague idea to strategic enabler. In so doing, they clear up the not only the whats, but the whys and the hows. This book establishes knowledge management as an organizational discipline. The authors offer a straightforward set of execution steps, coaching readers on how to launch their own knowledge management programs in a deliberate and rigorous way."—Jill Dyché, Partner and Co-Founder, Baseline Consulting; Author of Customer Data Integration: Reaching a Single Version of the Truth
"The authors and APQC have put together an excellent ‘how to' manual for Knowledge Management (KM) that can benefit any organization, from those experienced in KM to those just starting. The authors have taken their years of experience and excellence in this field and written a masterful introduction and design manual that incorporates industry best-practices and alerts readers to the pitfalls they are likely to encounter. This book needs to be in the hands of every KM professional and corporate senior leader."—Ralph Soule, a member of the US Navy

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Knowledge Emergence: Social, Technical, and Evolutionary Dimensions of Knowledge Creation Review

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Knowledge Emergence: Social, Technical, and Evolutionary Dimensions of Knowledge Creation ReviewThis book provides a collection of diverse perspectives on knowledge activities ranging from creativity and technology infrastructure to cross-border knowledge creation and sectoral strategies in Asia.
The material is academic and well-researched; it covers 15 chapters from 19 contributors, most of them professors from US and Japanese universities. The book is the outcome of a KM conference sponsored by the Sasakawa Peace Foundation.
Ikujiro Nonaka is the author of "The Knowledge-Creating Company" and "Enabling Knowledge Creation." Toshihiro Nishiguchi is the author of "Strategic Industrial Sourcing" and "Managing Product Development."
A fundamental thread uniting these essays is the idea that knowledge must be "nurtured" rather than "managed," according to the editors.
The Japanese term ba refers to a space-time nexus, the physical and/or mental space shared by co-workers, whose nature defines the scale and scope of knowledge creation through its various phases like socialization (originating ba), externalization (dialoguing ba), combination (systematizing ba) and internalization (exercising ba).
Care is an important requisite for building trust for knowledge-sharing in an organization. There are four modes of knowledge creation, depending on whether there is low care (individuals are left to their own; employees therefore exchange explicit knowledge) or high care (individuals are supported by a strong social network; tacit knowledge is shared) and whether there is creation of individual or organizational knowledge.
Such humanistic models of knowledge emergence encompass "wandering inside and outside" the organization, and accommodate emotional facets like freedom, interest, commitment, charisma and safety. Notable examples include the Seven-Eleven chain in Japan (through practices like the use of field counselors to encourage dialogue and idea sharing) and Maekawa Seisakusho (through knowledge vision for building and energizing ba).

"Certain types of knowledge can be created and communicated only through sharing time and space together," according to the authors.
New IT platforms and tools along with human-oriented approaches can help greatly in knowledge sharing processes: CAD/CAM/CAE (which improve the efficiency of product developers' inductive, deductive and abductive reasoning processes), simulation (to encourage experimentation), and prototyping (to refine solution models).
The authors call for a blend of human-oriented as well as systematic-rationality-oriented approaches to KM. For instance, companies like Boeing resort to advanced computer networks as well as co-location of project members.
In industries like software ("the quintessential knowledge industry"), the knowledge component in the end-products is nearly total. Companies like Microsoft use a "synch-and-stabilise" strategy (in contrast to a sequential "waterfall" model) where teams work in parallel, synchronise their activities, and periodically stabilize the multiple releases.
Cross-border knowledge creation within multinational companies involves IT platforms, identification of centers of excellence, customer/partner alliances, links with expert organization/universities/thinktanks, and a mix of short-, medium- and long-term movements of people across borders.
Dispersed innovation centers in countries around the globe are leading to joint knowledge creation at local and global levels in MNCs, which thus function as knowledge-creating networks. Nonaka identifies this cross-border synergistic process as "global knowledge creation" and sees it as the key process of globalisation.
Challenges can arise here in enabling knowledge transfers between cultures with differing levels of egalitarian work cultures, and in appointment of managers in foreign branches depending on variations in management style. According to research by Ronnie Lessem and Franz-Friedrich Neubauer, the Anglo-Saxon orientation to knowledge creation can be categorized as pragmatic, the French-Nordic as rational, Japanese as holistic, and Latin as humanistic.
Symbiotic co-evolution of organizations can also create knowledge, as evinced in the Japanese aircraft and electronics industries and the South Korean chip company Samsung.
Cooperation across entire industrial sectors occurs with varying levels of intensity and collective benefits in different countries of the world. For instance, it may be the case that US companies are better at learning from and with competitors than Japanese companies.
Samsung leveraged a variety of techniques like "knowledge catch-up" mode (prevalent in many emerging economies), knowledge pioneering, knowledge exposure, co-opetition, absorptive capacity, migratory knowledge (from the Korean diaspora), M&As, and pro-actively creating internal crises to intensify the work pace and accelerate the process of knowledge conversion, according to Linsu Kim, author of "Imitation to Innovation: The Dynamics of Korea's Technological Learning."
Other cultural factors - such as the extremely hard-working habits of the people of South Korea, its cramped and cold environment, memories of Japanese occupation, and a determination to out-compete Japan - cannot be duplicated in other countries, according to Kim.
In sum, this is an informative and wide-ranging book, and opens the door to many more research questions, working hypotheses, and KM methodologies. It forms an effective bridge between other books that focus either on the organizational or sectoral/national aspects of innovation, knowledge and competitiveness.Knowledge Emergence: Social, Technical, and Evolutionary Dimensions of Knowledge Creation OverviewThis book brings together the research of a number of scholars in the field of knowledge creation and imparts a sense of order to the field.The chapters share three characteristics: they are all grounded in extensive qualitative and/or quantitative research; they all go beyond the mere description of the knowledge-creation process and offer both theoretical and strategic implications; they share a view of knowledge creation and knowledge transfer as delicate processes, necessitating particular forms of support from managers.

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