Knowledge Leadership

The Art and Science of the Knowledge-based Organization

Steven Cavaleri, Sharon Seivert

376 pages, parution le 18/11/2005

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Résumé

In Knowledge Leadership, Cavaleri and Seivert describe the dawning of a new era in which individuals are "leading" rather than "managing" knowledge. In the past, many knowledge-based initiatives have failed because leaders underestimated the powerful link between knowledge and performance improvement ? and also because they mistakenly thought that "information" was the same as knowledge. Cavaleri and Seivert claim that, while information is a necessary precursor to knowledge, it is not sufficient in itself for improving business performance.

The authors describe notable organizations that use the pragmatic knowledge strategies they describe to gain competitive advantage. Pragmatic knowledge is the result of individuals' developing a deeper understanding of how (and why) things work best in practice. The process of creating pragmatic knowledge transforms key lessons from systems thinking, total quality management, and organization learning into a powerful new business strategy.

To help readers apply the concepts and tools in this book, Cavaleri and Seivert draw on case examples and a decade of original cross-cultural research about knowledge leadership. They also invite readers to use The Knowledge Bias Profile to discover their knowledge leadership style. The book systematically outlines a user-friendly strategy for becoming a knowledge leader and for building high-performing, knowledge-based organizations.

Audience
Executives and middle managers charged with improving efficiency, increasing revenue, spearheading change, within organizations, knowledge management experts and practitioners, management consultants, and academics and students studying organizational change, change management, leadership and motivation

L'auteur - Steven Cavaleri

Steven A. Cavaleri, Ph.D., Professor of Management, Central Connecticut State University;

L'auteur - Sharon Seivert

Editor of the journal, The Learning Organization Sharon Seivert, President of The Coreporation in Cambridge, MA, USA; www.thecoreporation.com

Sommaire

Part I. Why Should You Care about Knowledge Leadership?
- Chapter 1: The Knowledge Leadership Challenge
- Chapter 2: The Emerging Era of the Knowledge Leader
Part II: Becoming a Knowledge Leader
- Chapter 3: Discovering Your Knowledge Leadership Style
- Chapter 4: Learning from Commissar and Yogi Leaders
- Chapter 5: Stepping Back to Envision New Possibilities
- Chapter 6: Studying Knowledge Leadership Behavior: Lessons from Cross-Cultural Research
Part III: Putting Knowledge into Action
- Chapter 7 Aligning Knowledge with Business Strategies
- Chapter 8 Understanding the Role of Knowledge in Organizations
Part IV: Developing Pragmatic Knowledge
- Chapter 9: Putting Action into Knowledge
- Chapter 10 Learning to Make Knowledge Pragmatic
- Chapter 11 Leading Knowledge Processing
Part V: Leading FAST Knowledge-Based Organizations (KBOs)
- Chapter 12 Developing FAST KBOs
- Chapter 13 Learning from Experience: A Case of Mistaken Identity
- Chapter 14: Balancing Knowledge and Management Systems
- Chapter 15 Constructing Effective Knowledge Infrastructures
Part VI: Putting it all Together
- Chapter 16 Using 5-Point Dynamic Mapping to Lead FAST KBOs
- Appendix A: Development and Use of the Knowledge Bias Profile
- Appendix B: Essentials of Creating Pragmatic Knowledge
- Appendix C: 5-Point Dynamic Career Mapping for Talent Retention and Development

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Caractéristiques techniques

	PAPIER
Éditeur(s)	Butterworth-Heinemann, Elsevier
Auteur(s)	Steven Cavaleri, Sharon Seivert
Parution	18/11/2005
Nb. de pages	376
Couverture	Broché
Intérieur	Noir et Blanc
EAN13	9780750678407
ISBN13	978-0-7506-7840-7