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THÔNG TIN TÀI LIỆU
Cấu trúc
Foreword
Table of Contents
Chapter 1. Measurement of KnowledgeManagement Practices
1.1.Introduction
1.2.Knowledge Management: What is New?
1.3. Knowledge Management as a Topic for Empirical Studies: Opening another Black Box
1.4. From Good Case Studies to Systematic Surveys
1.5. Why, How and So What?
1.6. Knowledge Management Surveys
1.7. Three Main Tasks of a Knowledge Management Survey
1.8. A Brief History of the OECD-Statistics Canada Project and a First Look at the Results
1.9. Outline of the Book
Notes
Bibliography
Chapter 2. Managing Knowledge in Practice
2.1. Introduction
Figure 2.1. Growth in Knowledge Management Literature
2.2. Key Knowledge Processes
2.3. Getting Knowledge Management Started
2.4. Limits and Potentials of Technological Solutions
2.5. Knowledge Capture
2.6. Knowledge Sharing
2.7. Auditing and Exploiting Intellectual Capital
Figure 2.2. Skandia Navigator
Table 2.1. Examples of Indices in an IC Index Hierarchy
2.8. Cross-boundary Knowledge Acquisition and Integration
2.9. Conclusions
Notes
Bibliography
Chapter 3. Are we Managing our Knowledge? The Canadian Experience
3.1. Highlights
3.2. Introduction
3.3. Survey Background/Overview
Table 3.1. Distribution of Weighted Sample by Sub-sector and by Firm Size
3.4. Definition of Knowledge Management
Figure 3.1 Average Number or Knowledge Management Practices in Use by Employment Size Group
3.5. Knowledge Management Practices in Use
Table 3.2. Knowledge Management Practices in Use and the Proportion of them that were Recently Adopted - Users of Knowledge Management Practices
Table 3.3. Percentage of Firms by Sub-sector that were Capturing and Using Knowledge Obtained from Other Industry Sources – Users of Knowledge Management Practices
Table 3.4. Percentage of Firms by Sub-sector that Encouraged Experienced Workers to Transfer Their Knowledge to New or Less Experienced Workers – Users of Knowledge Management Practices
3.6. Reasons Why Knowledge Management Practices Were Adopted
Table 3.5. Reasons for Using Knowledge Management Practices
3.7. Knowledge Management Practices Most Effective for Improving Workers’ Skills and Knowledge
Table 3.6. Effectiveness of Results of Using Knowledge Management Practices
3.8. One Quarter of Firms Had Dedicated Budgets for Knowledge Management
Figure 3.2. Proportion of Firms with Dedicated Spending or Budgets for Knowledge Management Practices by Worker Size Group – Users of Knowledge Management Practices
Table 3.7. Incentives to Implement Knowledge Management Practices
Table 3.8. Selected Reasons to Use More or to Implement Knowledge Management Practices by Firm Size – Users of Knowledge Management Practices
Table 3.9. Selected Reasons to Use More or to Implement Knowledge Management Practices by Sub-sector – Users of Knowledge Management Practices
3.9. Knowledge Management – Important Business Practices
Notes
Annex 3.1. Non-Users of Knowledge Management Practices
Table A3.1.1. Percent of Innovative Firms during the Period 1997-99, Survey of Innovation 1999
Table A3.1.2. Percentage of Firms Introducing Organisational and Technological Change, Selected Sectors, 1998-2000
Annex 3.2. Definitions
Annex 3.3. Methodological Notes
Bibliography
Chapter 4. The Management of Knowledge in German Industry
4.1. Introduction: Filling Knowledge Gaps on Industrial Knowledge Management in Germany
4.2. Methodology: The Sample
Table 4.1. Company Sample and Response Rate – Sectoral Distribution
Figure 4.1. Size Distribution of the Sample (%): Total and Sectors
4.3. The Employment of KM Practices in German Industry
Figure 4.2. Average Number of KM Practices Used-size
Figure 4.3. Average Number of KM Practices Used-sector
4.4. What Kind of KM Practices?
Table 4.2. Percentage of Companies Using Selected KM Practices – Total Sample
4.5. The Driving Forces of Knowledge Management: Motivation Patterns in German Industry
Table 4.3. Motivations to Use KM, Whole Sample
Table 4.4. Definition of Factors: Motivation for KM (varimax rotated factor loadings)
Figure 4.4. Importance of Cluster of KM Motives – Size
Figure 4.5. Importance of Cluster of KM Motives – Sectors
4.6. Effects of Knowledge Management
Table 4.5. Effects of KM – Whole Sample
Figure 4.6. Cluster of KM Effects – Size
Figure 4.7. Cluster of KM Effects – Sectors
4.7. The Institutionalisation of KM and its Meaning for the Use of Knowledge Management
Figure 4.8. Institutionalisation of KM
4.8. Knowledge Management and its Role within Innovation Management
Table 4.6. Importance of Reasons to Capture External (Technological) Knowledge – Mean Values
Table 4.7. Importance of Obstacles to Capture and Use of External Technological Knowledge - Mean Values
4.9. Concluding Summary: Only First Steps towards Filled Gaps
Notes
Annex 4.1. Non-response
Table A4.1.1. Non-response Analysis, N=410
Annex 4.2. Components Factor Analysis Motivation
Bibliography
Chapter 5. The Promotion and Implementation of Knowledge Management - A Danish Contribution
5.1. Introduction
5.2. Some Overall Results
Figure 5.1. Suggested Levels of Diffusion in Knowledge Management
Figure 5.2. Practices Used Under the Heading “Training and Mentoring”
Figure 5.3. Practices Used Under the Heading “Communications”
Table 5.1. Practices Used Under the Heading "Policies and Strategies"
5.3. Measuring, Controlling and Documenting Effectiveness
Figure 5.4. Practices Used Under the Heading “Incentives”
5.4. Inspiration for Top Managers – Content and Process
Figure 5.5. External Sources Triggering the Implementation of Knowledge Management Practices
Table 5.2. Practices Used Under the Heading “Knowledge Capture and Acquisition”
Table 5.3. Practices Used Under the Heading “Training and Mentoring”
5.5. What Can Top Management Expect from the Environment?
5.6. Further Research
Notes
Annex 5.1. Methodology of the Danish Pilot Study
Table A5.1.1. Distribution in the pilot survey by number of employees
Table A5.1.2. Distribution in the pilot survey by sector
Figure A5.1.1. Sequence chart of the Danish pilot study
Annex 5.2. Which practices has the greatest results?
Figure A5.2.1. Result achieved from the Knowledge Management activities
Table A5.2.1. The explanatory effect of results on level of activity
Notes of the Annexes
Bibliography
Chapter 6. Knowledge Management, Innovation and Productivity: A Firm Level Exploration Based on French Manufacturing CIS3 Data
6.1. Introduction
Box 6.1 – Knowledge Management in the Third Community Innovation Survey (CIS3) for French manufacturing
6.2. Diffusion of Knowledge Management
Figure 6.1. Diffusion of Knowledge Management Practices by Firm Size
Figure 6.2. Diffusion of Knowledge Management Practices by Technology Intensive Industries
Table 6.1. Diffusion of Knowledge Management Practices, according to the Adoption of New Management Methods, to R&D and Innovating Activities, to Internet and ICT Use
6.3. Complementarity of Knowledge Management Practices
Figure 6.3. Complementarity of Knowledge Management Practices
6.4. Knowledge Management and Innovation
Figure 6.4. Knowledge Management Intensity by Size and Technology Intensive Industries
Table 6.2. Estimated Impacts of Knowledge Management on Firm Innovation and Productivity, Controlling for Other Relevant Factors
Table 6.3. Tests of the Regression Model with KM Intensity against Models with Four KM Intensity Binary Indicators, and the Four KM Practices Binary Indicators Alone or Fully Interacted
Figure 6.5. Estimated Impacts of Knowledge Management Practices on Innovation Performance, “all else equal”
6.5. Knowledge Management and Productivity
Figure 6.6. Impacts of Knowledge Management Practices on Labour Productivity, “all other things being equal”
6.6. Conclusion
Notes
Annex 6.1.
Table A6.1.1. Diffusion of Knowledge Management Practices by Industry in Manufacturing
Table A6.1.2. Complementarity of Knowledge Management Practices
Table A6.1.3. Correlations between Knowledge Management Practices
Table A6.1.4. Descriptive statistics
Table A6.1.5. Estimated Impacts of Knowledge Management Intensity, R&D Intensity and Other Control Variables on Firm Innovation and Productivity
Bibliography
Chapter 7. Knowledge Management: Size Matters
7.1. Introduction
Figure 7.1. Firm Size Composition of KM Practitioners in Canada - KMPS 2001
7.2. Practices
Figure 7.2. Average Number of KM Practices in Use by Firm Size – KMPS 2001
Table 7.1. Use of Knowledge Management Practices by Micro Practitioners
Table 7.2. Use of Knowledge Management Practices by Large Practitioners
7.3. Reasons for Using KM Practices
Table 7.3. Reasons why Large Practitioners Used Knowledge Management Practices
7.4. Results of Using KM Practices
Table 7.4. Results of Using Knowledge Management Practices, Micro Practitioners
Table 7.5. Results of Using Knowledge Management Practices, Large Practitioners
7.5. Incentives to Use KM
7.6. Moving from Micro to Large
7.7. Intensity of KM Use
7.8. Specific KM Applications
7.9. What was Learned?
7.10. Where Next?
Notes
Annex 7.1. Methodological Notes
Bibliography
Chapter 8. A Word to the Wise – Advice for Conducting the OECD Knowledge Management Survey