The authors contend that current knowledge management efforts in organizations need to be re-focused so that they can be better poised for success. Topics discussed include: missing capabilities of knowledge management, knowledge management in strategic alliances, customer knowledge management, knowledge markets, and knowledge management systems, among others. The authors take a pragmatic approach to knowledge management and present the material in a jargon free and accessible way.

Autorentext
KEVIN C. DESOUZA is President of the Engaged Enterprise, and the Director of the Institute for Engaged Business Research, the think-tank of the Engaged Enterprise. He has authored Managing Knowledge with Artificial Intelligence, co-authored (with T. Hensgen) Managing Information in Complex Organizations and edited New Frontiers in Knowledge Management. In addition, he has published over seventy articles in prestigious academic and practitioner management journals. Mr Desouza has been an invited speaker on topics of knowledge management and strategic deployment of information technologies for industry associations and business and government organizations.

YUKIKA AWAZU is Senior Vice President of the Engaged Enterprise and a research fellow at the Institute for Engaged Business Research, the think-tank of the Engaged Enterprise. She has authored over twenty articles in prestigious academic and practitioner management journals such as Journal of Knowledge Management, HR Magazine, International Journal of Information Management, Business Strategy Review, Business Horizons, KM Review, and Journal of the American Society of Information Science and Technology.

Inhalt
Preface Acknowledgements PART 1: INTRODUCTION Engaged Knowledge Management Organization of the Book PART 2: ENGAGING TENSIONS OF KNOWLEDGE MANAGEMENT CONTROL Type of Knowledge Process: Knowledge Creation versus Knowledge Commercialization Type of Knowledge Workers: Standard versus Radical Type of Knowledge: Public versus Private Knowledge Conclusion PART 3: ENGAGING WITH MISSING KNOWLEDGE MANAGEMENT CAPABILITIES Segmentation Capability Destruction Capability Protection Capability Missing Capabilities and Known Capabilites Conclusion PART 4: ENGAGING THE KNOWLEDGE CHIEFS Why Have Knowledge Chiefs? The Knowledge Chiefs Critical Success Factors Conclusion PART 5: ENGAGING WITH DISTRIBUTED KNOWLEDGE MANAGEMENT Global Management Strategies Global Knowledge Flows Building Global Knowledge Management Systems Spin-offs Issues in Global Knowledge Management Distributed Projects Virtual Teams Contingent Workers Conclusion PART 6: ENGAGING KNOWLEDGE MANAGEMENT IN STRATEGIC ALLIANCES Why Have Strategic Alliances? External Sources of Knowledge Listening to the External Sources of Knowledge Linking up to External Sources of Knowledge A Dedicated Alliance Manager Function Conclusion PART 7: ENGAGING WITH CUSTOMER KNOWLEDGE MANAGEMENT The Customer The Three Dimensions of Customer Knowledge Management Construct The Customer Knowledge Management Construct Challenges in Leveraging Customer Knowledge Conclusion PART 8: ENGAGING TO CONSTRUCT KNOWLEDGE MARKETS Why Have Knowledge Markets? Knowledge Markets - Types and Components Knowledge Products and Services Pricing Knowledge Revenue Models for Knowledge Markets Considerations When Constructing Knowledge Markets Future of Knowledge Markets Conclusion PART 9: ENGAGING TO CALIBRATE KNOWLEDGE MANAGEMENT SYSTEMS Barriers to Effective Use of Knowledge Management Systems Advanced Knowledge Management Systems Appreciating Emergence Appreciating Context Appreciating Distributed Natures Knowledge Management Systems in Varying Environments Depolying Knowledge Management Systems Knowledge Management Systems and Decision-Making Conclusion PART 10: FUTURE OF ENGAGED KNOWLEDGE MANAGEMENT The Future The Engagement Imperative Appendix: Two Commentaries on Knowledge Security Issues Commentary 1: Managing Security Risks in Outsourcing Engagements Commentary 2: Do Not Let Us Catch You Sleeping: Guard Your Fortress Notes Index