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_aHD30.2 _b.S28 2019 |
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_a658.4/038 _223 |
| 049 | _aMAIN | ||
| 100 | 1 |
_aSaulais, Pierre, _d1954- _eauthor. _1https://id.oclc.org/worldcat/entity/E39PCjGB39jK9xHcYvrWhkhrMd |
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| 245 | 1 | 0 |
_aKnowledge management in innovative companies. _n1 : _bunderstanding and deploying a KM plan within a learning organization / _cPierre Saulais, Jean-Louis Ermine. |
| 264 | 1 |
_aLondon, UK : _bISTE Ltd ; _aHoboken, NJ : _bJohn Wiley & Sons, Inc., _c2019. |
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| 264 | 4 | _c�2019 | |
| 300 | _a1 online resource | ||
| 336 |
_atext _btxt _2rdacontent |
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| 337 |
_acomputer _bc _2rdamedia |
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| 338 |
_aonline resource _bcr _2rdacarrier |
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| 490 | 1 |
_aSmart innovation set ; _vvolume 23 |
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| 504 | _aIncludes bibliographical references and index. | ||
| 505 | 0 | _aCover; Half-Title Page; Title Page; Copyright Page; Contents; Preface; 1. The KM Project in an Organization; 1.1. Articulation of Chapter 1; 1.2. Knowledge management; 1.3. A reference framework for a knowledge-based KM; 1.3.1. Knowledge-based KM; 1.4. The virtuous cycle of knowledge; 1.4.1. Step 1: analysis of a knowledge capital and development of a KM plan; 1.4.2. Step 2: organization of knowledge resources; 1.4.3. Step 3: implementation of KM processes; 1.4.4. Step 4: evolution of a knowledge capital; 1.5. The MASK method; 1.5.1. MASK II: analysis of a knowledge capital | |
| 505 | 8 | _a1.5.2. MASK I: capitalization of a knowledge corpus1.5.3. MASK III: sharing the knowledge base; 1.5.4. MASK IV: evolution of a knowledge capital; 1.6. The KM process repository; 1.7. Critical success factors for a global KM project; 1.7.1. The water lily strategy; 1.7.2. Key stages of change; 1.8. Overview; 2. Strategic Analysis of an Organization's Knowledge Capital; 2.1. Articulation of Chapter 2; 2.2. Introduction to the strategic analysis of knowledge capital; 2.2.1. Step 1: analysis of critical capacities; 2.2.2. Step 2: analysis of critical knowledge; 2.2.3. Step 3: strategic alignment | |
| 505 | 8 | _a2.2.4. Step 4: developing the action plan2.2.5. The knowledge criticality analysis grid; 2.3. Chronopost: observing professions; 2.3.1. Presentation of the company; 2.3.2. Project context; 2.3.3. Objectives; 2.3.4. Approach adopted; 2.3.5. Procedure; 2.3.6. Strategic alignment; 2.3.7. Project assessment; 2.3.8. Lessons learned; 2.3.9. Conclusion; 2.4. Hydro-Qu�ebec; 2.4.1. Introduction; 2.4.2. Presentation of Hydro-Qu�ebec; 2.4.3. Presentation of the study conducted and the principles of the method used; 2.4.4. Implementation of the method at Hydro-Qu�ebec; 2.4.5. Conclusion | |
| 505 | 8 | _a2.5. The IPEN's Radiopharmacy Center2.5.1. Presentation of the study; 2.5.2. The progress of the KM project; 2.6. Sonatrach; 2.6.1. Introduction; 2.6.2. Method used; 2.6.3. Strategic analysis; 2.6.4. Analysis of professional knowledge; 2.6.5. Conclusion; 2.7. Lessons learned from the four case studies; 3. Capitalizing on the Organization's Knowledge; 3.1. Articulation of Chapter 3; 3.2. Introduction to knowledge capitalization; 3.3. The case of INRS: a consulting approach to improve safety when using woodworking machines; 3.3.1. Introduction | |
| 505 | 8 | _a3.3.2. Analysis of a reported incident or accident on a woodworking machine3.3.3. The dangers of woodworking machines; 3.3.4. Classification of woodworking machines; 3.3.5. History of INRS' involvement in the safety of woodworking machines; 3.3.6. Conclusion; 3.4. The case of code systems: knowledge books for code management and code control; 3.4.1. Introduction; 3.4.2. Reference framework for the development and use of codes; 3.4.3. Two new ways to manage knowledge on codes; 3.4.4. Example of an Euler buckling code; 3.4.5. Example of the description of an option in a code | |
| 500 | _a3.4.6. Conclusion and perspectives | ||
| 588 | 0 | _aOnline resource; title from digital title page (viewed on March 26, 2020). | |
| 520 | _aThe status of knowledge management (KM) as a mature science has long been recognized in the academic world. However, in the economic arena, its connection with companies and organizations has been more gradual. Jean-Louis Ermine established a theoretical and practical framework for KM in his book, Knowledge Management: The Creative Loop - issued by the same publishers as this book. In this latest tome, practical examples are illustrated with real case studies. Modeled on the four-step operational approach inspired by #x93;the creative loop#x94;, this book includes four sets of real case studies - each one following the basic presentation of the fundamental material per step. Knowledge Management in Innovative Companies 1 is especially useful for practitioners, as there are numerous illustrations based on best practices for each specific KM step and for global project implementation. Indeed, the last chapter is dedicated to the implementation of a global KM corporate project. | ||
| 590 |
_aJohn Wiley and Sons _bWiley Online Library: Complete oBooks |
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| 650 | 0 | _aKnowledge management. | |
| 650 | 2 | _aKnowledge Management | |
| 650 | 6 | _aGestion des connaissances. | |
| 650 | 7 |
_aKnowledge management _2fast |
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| 700 | 1 |
_aErmine, Jean-Louis, _eauthor. |
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| 758 |
_ihas work: _a1 Knowledge management in innovative companies (Text) _1https://id.oclc.org/worldcat/entity/E39PCFrpMYxCbfQQDxr8RmcTf3 _4https://id.oclc.org/worldcat/ontology/hasWork |
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| 776 | 0 | 8 |
_iPrint version: _aSaulais, Pierre. _tKnowledge Management in Innovative Companies 1: Understanding and Deploying a KM Plan Within a Learning Organization. _dNewark : John Wiley & Sons, Incorporated, �2020 _z9781786303202 |
| 830 | 0 |
_aInnovation, entrepreneurship, management series. _pSmart innovation set ; _vv. 23. |
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| 856 | 4 | 0 | _uhttps://onlinelibrary.wiley.com/doi/book/10.1002/9781119681175 |
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