Engaged Knowledge Management Engagement with

The authors contend that current knowledge management efforts in organizations need to be refocused 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.

Kevin C. Desouza is President of the Engaged Enterprise and the Director of its Institute for Engaged Business Research. Yukika Awazu is Senior Vice President of the Engaged Enterprise and a research fellow at the Institute for Engaged Business Research.

List of Tables and Figures

x

Preface

xi

Acknowledgements

xiv

Introduction

1

(7)

Engaged knowledge management

3

(2)

Organization of the book

5

(3)

Engaging Tensions of Knowledge Management Control

8

(12)

Type of knowledge process: knowledge creation versus knowledge commercialization

9

(5)

Types of knowledge workers: standard versus radical

14

(3)

Type of knowledge: public versus private knowledge

17

(2)

Conclusion

19

(1)

Engaging with Missing Knowledge Management Capabilities

20

(19)

Segmentation capability

23

(4)

Destruction capability

27

(2)

Protection capability

29

(8)

Missing capabilities and known capabilities

37

(1)

Conclusion

38

(1)

Engaging the Knowledge Chiefs

39

(28)

Why have knowledge chiefs?

39

(2)

The knowledge chiefs

41

(11)

Critical success factors

52

(12)

Conclusion

64

(3)

Engaging with Distributed Knowledge Management

67

(23)

Global management strategies

69

(2)

Global knowledge flows

71

(1)

Building global knowledge management systems

72

(2)

Spin-offs

74

(2)

Issues in global knowledge management

76

(3)

Distributed projects

79

(6)

Virtual teams

85

(2)

Contingent workers

87

(2)

Conclusion

89

(1)

Engaging Knowledge Management in Strategic Alliances

90

(26)

Why have strategic alliances?

91

(2)

External sources of knowledge

93

(5)

Listening to the external sources of knowledge

98

(1)

Linking up to external sources of knowledge

98

(9)

Leveraging external sources of knowledge

107

(7)

A dedicated alliance manager function

114

(1)

Conclusion

115

(1)

Engaging with Customer Knowledge Management

116

(29)

The customer

118

(1)

The three dimensions of customer knowledge management

119

(15)

The customer knowledge management construct

134

(1)

Challenges in leveraging customer knowledge

135

(9)

Conclusion

144

(1)

Engaging to Construct Knowledge Markets

145

(24)

Why have knowledge markets?

146

(2)

Knowledge markets -- types and components

148

(6)

Knowledge products and services

154

(2)

Pricing knowledge

156

(4)

Revenue models for knowledge markets

160

(1)

Considerations when constructing knowledge markets

161

(5)

Future of knowledge markets

166

(2)

Conclusion

168

(1)

Engaging to Calibrate Knowledge Management Systems

169

(27)

Barriers to effective use of knowledge management systems

170

(7)

Advanced knowledge management systems

177

(1)

Appreciating emergence

177

(6)

Appreciating context

183

(4)

Appreciating distributed natures

187

(1)

Knowledge management systems in varying environments

188

(1)

Deploying knowledge management systems

188

(2)

Knowledge management systems and decision-making

190

(5)

Conclusion

195

(1)

The Future of Engaged Knowledge Management

196

(15)

The future

198

(11)

The engagement imperative

209

(2)

Appendix: Two Commentaries on Knowledge Security Issues

211

(8)

Commentary I: Managing security risks in outsourcing engagements

211

(4)

Commentary II: Do not let us catch you sleeping -- guard your fortress

215

(4)

Notes

219

(6)

Index

225

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Engaged Knowledge Management Engagement with New Realities

Summary

Author Biography

Table of Contents

Supplemental Materials