The ability to manage knowledge has become increasingly important in today's knowledge economy. Knowledge is considered a valuable commodity, embedded in products and in the tacit knowledge of highly mobile individual employees. Knowledge management (KM) represents a deliberate and systematic approach to cultivating and sharing an organization's knowledge base. It is a highly multidisciplinary field that encompasses both information technology and intellectual capital. This textbook and professional reference offers a comprehensive overview of the field of KM, providing both a substantive theoretical grounding and a pragmatic approach to applying key concepts. Drawing on ideas, tools, and techniques from such disciplines as sociology, cognitive science, organizational behavior, and information science, the text describes KM theory and practice at the individual, community, and organizational levels. It offers illuminating case studies and vignettes from companies including IBM, Xerox, British Telecommunications, JP Morgan Chase, and Nokia. This second edition has been updated and revised throughout. New material has been added on the information and library science perspectives, taxonomies and knowledge classification, the media richness of the knowledge-sharing channel, e-learning, social networking in KM contexts, strategy tools, results-based outcome assessments, knowledge continuity and organizational learning models, KM job descriptions, copyleft and Creative Commons, and other topics. New case studies and vignettes have been added; and the references and glossary have been updated and expanded.

http://msjavan.persiangig.com/document/Research2/km%20book.pdf

Knowledge Management in Theory and Practice

Contemporary Sociology 7(5) (September 1978):566—68. When the intellectual history of our times comes to be written, that peculiarly Left Bank mixture of Marxism and structuralism now in fashion will be among the most puzzlingofourideastoevaluate.Aliteral “archeology of knowledge” (the title of one of Foucault’s earlier books) will be required to sort out the valuable from the obvious rubbish. I suspect that in this exercise the iconographers of the present (like Barthes) will fare less well than those who have read the past. Of such “historians” (a description which does not really cover his method) Foucault is the most dazzlingly creative. Discipline and Punish (which, shamefully, has taken over two years to be translated into English) follows Madness and Civilization (1961) and The Birth of the Clinic (1971) as the next stage in Foucault’s massive project of tracing the genealogy of control institutions (asylums, teaching hospitals, prisons) and the human sciences symbiotically linked with them (psychiatry, clinical medicine, criminology, penology). His concern throughout is the relationship between power and knowledge, the articulation of each on the other. Here (as he makes explicit in an interview recently published in the English journal, Radical Philosophy) he opposes the humanist position that, once we gain power, we cease to know——it makes us blind—— and that only those who keep their distance from power, who are no way implicated in tyranny, can attain the truth. For Foucault, such forms of knowledge as psychiatry and criminology (with its “garrulous discourses” and “intermidable [sic] repetitions”) are directly related to the exercise of power. Power itself creates new objects of knowledge and accumulates new bodies of information. Thus to “liberate scientific research from the demands of monopoly capitalism” can only be a slogan. Placing such programmatic Big Issues on one side, though, a superficial first reading of the book mightstartatthelevelofitssubtitle, “The Birth of the Prison.” The key historical transition——at the end of the eighteenth century——is from punishment as torture, a public spectacle, to the more economically and politically discreet prison sentence. The body as the major target of penal repression disappears: within a few decades, the grisly spectacles of torture, dismemberment, exposure, amputation, and branding are over. Interest is transferred from the body to the mind; a coercive, solitary, and secret mode of punishment replaces one that was representative, scenic, and collective. Gone is the liturgy of torture and execution, where the triumph of the sovereign was symbolized in the processions, halts at crossroads, public readings of the sentence even after death, where the criminal’s corpse was exhibited or burnt. In its place comes a whole technology of subtle power. When punishment leaves the domain of more or less everyday perception and enters into abstract consciousness, it does not become less effective. But its effectiveness arises from its inevitability not its horrific theatrical intensity. The new power is not to punish less but to In Retrospect: 1978 29

https://journals.sagepub.com/doi/pdf/10.1177/0094306118815499a

Discipline and Punish: The Birth of the Prison:

Measuring intellectual capital with financial figures: Can we predict firm profitability?

Bespreking van: C. Cornforth,The Governance of Public and Non-Profit Organisations: What do Boards do? London:Routledge ,2003 0 415 25818

https://link.springer.com/content/pdf/10.1057%2Fpalgrave.ap.5500110.pdf

The Governance of Public and Non-Profit Organisations: What do Boards do?

Purpose – The purpose of this paper is to focus on small and medium enterprises (SMEs) in an attempt to cover the gap in research on intellectual capital (IC) applied to SMEs. The paper informs the debate on the importance of IC by providing empirical evidence of SME managers' perceptions about the importance and contribution of intangible assets to their businesses.Design/methodology/approach – Questionnaires were sent to New Zealand SMEs investigating managers' perceptions about the importance of and the contributions that intangible asset components make to their businesses, and to assess their familiarity with the term intellectual capital (IC) and their preferences in using the term IC versus intangible assets. The results pertaining to the importance of intangible assets were statistically analysed.Findings – This paper informs that the broad assumption that intangible assets are important and are value drivers of business' success is valid for small and medium enterprises. The majority of responden...

Importance and contribution of intangible assets: SME managers' perceptions

Bargaining with reading habit is no need. Reading is not kind of something sold that you can take or not. It is a thing that will change your life to life better. It is the thing that will give you many things around the world and this universe, in the real world and here after. As what will be given by this intellectual capital measuring the immeasurable, how can you bargain with the thing that has many benefits for you?

Intellectual Capital: Measuring the Immeasurable?

This article investigates the disclosure of key performance indicators in the annual reports of Irish public sector organizations. It begins by discussing the two main driving forces behind public sector bodies disclosing performance information in their annual reports for the first time as well as looking at other contributing factors. The present situation with regard to the disclosure of key performance indicators in the whole of Ireland is then analysed. A number of annual reports from central government departments or agencies, local government bodies, other public sector entities and, in the case of the Republic of Ireland, semi-state organizations are examined to see whether such information is being disclosed and, more importantly, whether performance indicators are being linked to predetermined objectives and targets.

The Disclosure of Key Performance Indicators in the Public Sector: How Irish Organizations are Performing

In 1997, New Labour set about the task of reforming public services in the United Kingdom through the use of an ideology that became known as the ‘Third Way’. This research examines the context from which this concept emerged, and explores its relationship with the tools of delivery, with particular reference to the Private Finance Initiative (PFI). The paper begins by reviewing the Third Way, before analysing the arguments for and against PFI. Using an example from the Northern Ireland education sector, the paper argues that the characteristics associated with the Third Way are mirrored in the operational tools of public service delivery, such as PFI. The paper concludes that, within the context of the case study reviewed, there is a ‘consistent pragmatism’ in play in relation to how these delivery initiatives are operated and how they relate to their conceptual underpinnings.

Education, education, education: the third way and pfi

This paper investigates how local authorities in Northern Ireland have dealt with the consultation
aspect of the Best Value initiative, with specific reference to engagement with stakeholders. Having
briefly looked at the history of, and the rationale behind, Best Value and the requirements it places
on local authorities, some of the disadvantages of the scheme are outlined. The paper then
introduces some of the tenets of stakeholder theory, particularly those of Freeman, and investigates
the wide range of stakeholders that any council will have. The responsibilities of a Northern Ireland
local authority are then compared with those of one in England, and other differences pertaining to
demographics are explored. Then the results of a document content analysis of both Corporate
Plans and Best Value Performance Plans are presented, with each Northern Ireland local authority
being placed in a certain category depending on how they are dealing with the question of
consultation, and interacting with their stakeholders. The paper concludes by surmising that it is a
moot point whether all stakeholders can ever meaningfully play their part in a local authority’s
decision-making process; however, there are encouraging signs that local authorities are making
progress towards engaging with their stakeholders.

Best Value: How Local Authorities in Northern Ireland are Consulting with Stakeholders

This paper examines the relationship between Northern Ireland Non-departmental Public Bodies (NDPBs) and two key stakeholders, sponsoring government departments and service users, and outlines how this relationship can impact upon a NDPB discharging its accountability responsibilities effectively. After discussing the concept of accountability, the paper presents the findings of a survey of, and interviews with, NDPB board members. Whilst the consensus was that NDPBs were effective in discharging accountability, there was frustration with an apparent absence of an arms’ length relationship with certain sponsoring departments and limited engagement with service users.

/pdf/enhancing-ndpb-accountability-improving-relationships-with-26cxm1jt3b.pdf

Enhancing NDPB accountability: improving relationships with upward and downward stakeholders

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