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Titlebook: Knowledge Unplugged; The McKinsey Global Jürgen Kluge,Wolfram Stein,André Stoffels Book 2001 Palgrave Macmillan, a division of Macmillan P

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發(fā)表于 2025-3-21 17:15:29 | 只看該作者 |倒序?yàn)g覽 |閱讀模式
書(shū)目名稱Knowledge Unplugged
副標(biāo)題The McKinsey Global
編輯Jürgen Kluge,Wolfram Stein,André Stoffels
視頻videohttp://file.papertrans.cn/545/544096/544096.mp4
圖書(shū)封面Titlebook: Knowledge Unplugged; The McKinsey Global  Jürgen Kluge,Wolfram Stein,André Stoffels Book 2001 Palgrave Macmillan, a division of Macmillan P
描述Knowledge Unplugged announces the results of a major survey on knowledge management practice within the most influential companies in the world, by the most influential management consultancy group in the world. The McKinsey Knowledge Management team interviewed top executives and also investigated how far their plans were implemented in practise, in 40 companies in the US, Europe and Japan. In many companies they discovered a significant gap between the vision at the top and the reality on the shop floor. Knowledge Unplugged draws together their findings and presents a practical guide to improving knowledge building and sharing at all levels within an organisation, vividly illustrated with case studies of best practice and common pitfalls. It also goes further and challenges companies to abandon convention and to liberate Knowledge Management from the hands of the IT department! They argue that Knowledge management is much more than simply installing a new database and can only be successful when it is at the heart of everyday personal exchanges, personal incentives and personal responsibilities at every level of the firm.
出版日期Book 2001
關(guān)鍵詞Information Technology (IT); knowledge management; management; organization; Personal
版次1
doihttps://doi.org/10.1057/9780333977057
isbn_ebook978-0-333-97705-7
copyrightPalgrave Macmillan, a division of Macmillan Publishers Limited 2001
The information of publication is updating

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Why knowledge is important, flow of factors of production. At various stages over the past few hundred years, a succession of factors have formed bottlenecks to efficiency, threatening to strangle growth or asphyxiate industries entirely.
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Coming to terms with the knowledge economy,alk, but few can walk the walk. This is probably because the theme has been surrounded by a general mystique that makes many dyed-in-the-wool business leaders uncomfortable. It is time to throw out the jargon. Soon, it will be useless to distinguish knowledge workers from non-knowledge workers or knowledge companies from non-knowledge companies.
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Book 2001gue that Knowledge management is much more than simply installing a new database and can only be successful when it is at the heart of everyday personal exchanges, personal incentives and personal responsibilities at every level of the firm.
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