Knowledge Management in Innovative Companies 2

The status of knowledge management (KM) as a mature science has long been recognized in the academic world. However, in the economic arena, its connection with companies and organizations has been more gradual. Jean-Louis Ermine established a theoretical and practical framework for KM in his book, Knowledge Management: The Creative Loop – issued by the same publishers as this book. In this latest tome, practical examples are illustrated with real case studies. Modeled on the four-step operational approach inspired by the creative loop, this book includes four sets of real case studies – each one following the basic presentation of the fundamental material per step. Knowledge Management in Innovative Companies 1 is especially useful for practitioners, as there are numerous illustrations based on best practices for each specific KM step and for global project implementation. Indeed, the last chapter is dedicated to the implementation of a global KM corporate project.

A key problem facing the construction industry is that all work is done by transient project teams, and in the past there has been no structured approach to learning from projects once they are completed. Now, though, the industry is adapting concepts of knowledge management to improve the situation. This book brings together 13 contributors from research and industry to show how managing construction knowledge can bring real benefits to organisations and projects. It covers a wide range of issues, from basic definitions and fundamental concepts, to the role of information technology, and engendering a knowledge sharing culture. Practical examples from construction and other industry sectors are used throughout to illustrate the various dimensions of knowledge management. The challenges of implementing knowledge management are outlined and the ensuing benefits highlighted.

Knowledge Management (KM) encompasses a wide range of tools and methods that are at the heart of the information and communication society and provide solutions that rely as much on organization as on technology. This title brings together contributions from authors from a range of countries who are recognized as leading figures in this field, both in an academic and a practical sense. It describes the strategic aspects of KM and defines the underlying principles in terms of management, life cycle, process, methods and tools involved in this discipline. Several approaches to the running of KM within organizations are then discussed. The influence of KM on the performance of a company is analyzed and guidelines are given on various KM approaches that can be used to achieve specific goals. Finally, several case studies of companies that have put KM at the heart of their organizational strategy are given to demonstrate how this approach has been put into practice. Given the practical approach taken by this book and the considerable advantages that a good handling of KM can bring to an organization, this title will be of great interest to those involved in this field.

Exciting new developments in risk assessment and management Risk assessment and management is fundamentally founded on the knowledge available on the system or process under consideration. While this may be self-evident to the laymen, thought leaders within the risk community have come to recognize and emphasize the need to explicitly incorporate knowledge (K) in a systematic, rigorous, and transparent framework for describing and modeling risk. Featuring contributions by an international team of researchers and respected practitioners in the field, this book explores the latest developments in the ongoing effort to use risk assessment as a means for characterizing knowledge and/or lack of knowledge about a system or process of interest. By offering a fresh perspective on risk assessment and management, the book represents a significant contribution to the development of a sturdier foundation for the practice of risk assessment and for risk-informed decision making. How should K be described and evaluated in risk assessment? How can it be reflected and taken into account in formulating risk management strategies? With the help of numerous case studies and real-world examples, this book answers these and other critical questions at the heart of modern risk assessment, while identifying many practical challenges associated with this explicit framework. This book, written by international scholars and leaders in the field, and edited to make coverage both conceptually advanced and highly accessible: Offers a systematic, rigorous and transparent perspective and framework on risk assessment and management, explicitly strengthening the links between knowledge and risk Clearly and concisely introduces the key risk concepts at the foundation of risk assessment and management Features numerous cases and real-world examples, many of which focused on various engineering applications across an array of industries Knowledge of Risk Assessment and Management is a must-read for risk assessment and management professionals, as well as graduate students, researchers and educators in the field. It is also of interest to policy makers and business people who are eager to gain a better understanding of the foundations and boundaries of risk assessment, and how its outcomes should be used for decision-making.

This book explores the relationships between knowledge management (KM) processes and innovation management. The geographical extension of markets and intensification of competition have led firms to experiment with novel approaches to innovation. New organizational forms emerged in which firms collaborate with various stakeholders to create, absorb, integrate and protect knowledge. This book explores how knowledge management processes evolve with firms’ implementation of interactive, collaborative and open innovation models and it identifies the various knowledge types and processes involved throughout the different phases of the innovation process. The authors provide operational typologies for understanding innovative firms’ capabilities and knowledge management practices and also discuss the main properties of four models of interactive innovation, namely open innovation, user-centric innovation, community-based innovation and crowdsourcing.

Atrial fibrillation is underdiagnosed and preventative strategies are underutilized. The disease is estimated to rise to an epidemic level, increasing by over 50% by the end of the decade, occurring commonly in the setting of otherwise “healthy” aging. Innovative Management of Atrial Fibrillation provides a forum for a full discussion on this topical matter. Distinguished experts from both electrophysiology and cardiac surgery place their work in the context of future development, examining the short-comings of current pharmacological treatments. This results in a unique, comprehensive review for cardiologists, cardiac surgeons and anyone who wishes to gain a complete perspective on the fast-paced field of atrial fibrillation. Material ranges from atrial pathophysiology to advanced minimally invasive surgical ablation and cutting edge palliative and curative therapeutic options. The book also includes the examination of innovative management strategies and the next generation of therapies, giving an essential insight into the emerging potential of gene therapy.

More and more organizations are becoming aware of the importance of tacit and explicit knowledge owned by their members which corresponds to their experience and accumulated knowledge about the firm activities. However, considering the large amount of knowledge created and used in the organization, especially with the evolution of information and communications technologies, the firm must first determine the specific knowledge on which it is necessary to focus. Creating activities to enhance identification, preservation, and use of this knowledge is a powerful mean to improve the level of economical performance of the organization. Thus, companies invest on knowledge management programs, in order to develop a knowledge sharing and collaboration culture, to amplify individual and organizational learning, to make easier accessing and transferring knowledge, and to insure knowledge preservation. Several researches can be considered to develop knowledge management programs supported by information and knowledge systems, according to their context, their culture and the stakeholders' viewpoints.

Information and communication technologies have increased their share of services in contemporary economic exchanges. We are witnessing a transformation of modern economies characterized by a predominant role of information and knowledge in the production of wealth. In order to make this intangible resource bear fruit, organizations are looking for ways, methods, procedures, processes and technical solutions to efficiently manage knowledge Within a framework of research into synergies and resource interdependence, organizations also rely on strategic alliances (joint venture), mergers or other legal forms of association that have an impact on knowledge management. This book explores the range of knowledge management techniques.

In present days more and more academics and practitioners are seeking to understand how organizations manage their knowledge and intellectual capital in order to obtain more effective competitive advantages. Taking into account these issues, and in order to answer the concerns expressed by these professionals, this book looks to help them to understand and implement in their organizations effective transfer and management of knowledge strategies. It looks for ways to understand and perceive how organizational HR, individually and as a team, conceptualize, invent, adapt, define and use this knowledge and intellectual capital. The book has a special interest in research on important issues that transcend the boundaries of single academic subjects and managerial functions. In a modern world, characterized by high levels of competition and complexity, only those organizations which can manage, efficiently, all their assets can survive. Among these the management of knowledge and intellectual assets is a recent and challenging process. Only with human talent organizations can survive. Conscious of these priorities, this book is of great relevance as it looks for ways to understand and perceive how organizational HR, individually and as a team, conceptualize, invent, adapt, define, transfer and use knowledge and intellectual capital. It is, also, very important and with positive implications to practitioners and academics, as it will contribute to a more effective advance and tool of communication in what concerns the understanding of key issues related to the knowledge management and intellectual capital in competitive organizations management all over the world.