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Title: Working Knowledge by Thomas H. Davenport, Laurence Prusak ISBN: 1-57851-301-4 Publisher: Harvard Business School Press Pub. Date: May, 2000 Format: Paperback Volumes: 1 List Price(USD): $19.95 |
Average Customer Rating: 4.78 (23 reviews)
Rating: 5
Summary: A Comprehensive Perspective on Knowledge Management
Comment: I have to say that the only frustrating thing about reading this book was the fact that I had not done it before. In addition to addressing important, acute issues, Davenport and Prusaks are good writers and base their approach on practice and solid cases (including examples from 39 organisations) instead of abstract theories. The point is, most of existing knowledge management literature has its head in the clouds, forgetting the actual work environment, where the knowledge managed is born and used.
The one thing that may feel alien from a Scandinavian perspective is the weight the authors' put on the so called "knowledge markets". That is, their approach to knowledge management is a strict application of market economy. While this opens some interesting perspectives and offers an applicable framework, it is, in my view, too simplistic. The authors do mention altruism as one of the possible motivations of knowledge sharers and exclaim: "Such people do exist ... We all know individuals who simply like helping" but the authors seem to have difficulties understanding such individuals. I have to give them credit, though, as they note that attitude to altruism is at least partly a question of national culture.
Rating: 5
Summary: Great KM Systems Template
Comment: The authors wrote this book 178 page book in 2000--it is still very relevant in 2004. Not only is this book clearly written providing a wealth of content on KM systems, it is also provides a very practical and realistic template for initiating a KM system.
The final chapter was a wonderful summary of the practicals to implementation:
-start small
-business problems relates to knowledge (loss of customers and key personnel, low win rates on service engagements, poorly designed products, etc.).
-a knowledge system is more than technology. You may start with an intranet and Lotus notes. More than a third in $, time and effort on the tech part, you're neglecting the other key factors.
-Getting content will take a while. It's easy enough to put the technology in place but getting the organization contribute and use content is a behavioral challenge. So, assess the culture of your organization before launching a knowledge initiative.
"What makes knowledge valuable to organizations is ultimately the ability to make better the decisions and actions on the basis of the knowledge".
Thanks Tom and Laurence for a great book.
Rating: 5
Summary: Learn From the Experts!
Comment: Great for any reader interested in KM.
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