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Knowledge Sharing in Practice

  • Book
  • © 2002


Part of the book series: Information Science and Knowledge Management (ISKM, volume 4)

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About this book

In this volume organizational learning theory is used to analyse various practices of managing and facilitating knowledge sharing within companies. Experiences with three types of knowledge sharing, namely knowledge acquisition, knowledge reuse, and knowledge creation, at ten large companies are discussed and analyzed. This critical analysis leads to the identification of traps and obstacles when managing knowledge sharing, when supporting knowledge sharing with IT tools, and when organizations try to learn from knowledge sharing practices. The identification of these risks is followed by a discussion of how organizations can avoid them.

This work will be of interest to researchers and practitioners working in organization science and business administration. Also, consultants and organizations at large will find the book useful as it will provide them with insights into how other organizations manage and facilitate knowledge sharing and how potential failures can be prevented.

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Table of contents (10 chapters)

  1. Introduction

  2. Theoretical Background

  3. Practices of Knowledge-Sharing

  4. A Critical Analysis

Authors and Affiliations

  • Department of Information Systems, Marketing and Logistics, Faculty of Economics and Business Administration, Vrije Universiteit Amsterdam, Amsterdam, The Netherlands

    Marleen Huysman

  • O&I Management Partners, Utrecht, The Netherlands

    Dirk Wit

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