LEADER 03312nam 2200625Ia 450 001 9910815551803321 005 20200520144314.0 010 $a1-136-38471-5 010 $a1-281-05158-6 010 $a9786611051587 010 $a1-4175-0767-5 010 $a0-08-047912-X 035 $a(CKB)111090529102710 035 $a(EBL)294239 035 $a(OCoLC)171131331 035 $a(SSID)ssj0000196884 035 $a(PQKBManifestationID)11172016 035 $a(PQKBTitleCode)TC0000196884 035 $a(PQKBWorkID)10154086 035 $a(PQKB)10055207 035 $a(Au-PeEL)EBL294239 035 $a(CaPaEBR)ebr10185904 035 $a(CaONFJC)MIL105158 035 $a(MiAaPQ)EBC294239 035 $a(EXLCZ)99111090529102710 100 $a20030221d2003 uy 0 101 0 $aeng 135 $aur|n|---||||| 181 $ctxt 182 $cc 183 $acr 200 10$aManaging for knowledge $eHR's strategic role /$fChristina Evans 205 $a1st ed. 210 $aBoston, MA $cButterworth-Heinemann$d2003 215 $a1 online resource (297 p.) 300 $aDescription based upon print version of record. 311 $a1-138-15584-5 311 $a0-7506-5566-6 320 $aIncludes bibliographical references and index. 327 $aManaging for Knowledge HR's Strategic Role; Copyright; Contents; List of figures; List of tables; Foreword; Introduction; Acknowledgements; Part One The Strategic Context for HR's Role in Managing for Knowledge; 1 The changing world of business and the imperative for managing knowledge; 2 The changing role of HR - from operational to strategic HR; 3 Towards a blueprint for building a knowledge-centric culture; Part Two Building a Knowledge-centric Culture; 4 Structures, roles and responsibilities in a knowledge-centric culture; 5 HR's role in building a knowledge-centric culture 327 $a6 Re-visiting learning in the knowledge economy7 Understanding the motivation for learning amongst knowledge workers; 8 Working and learning in Communities of Practice; Part Three Building HR's KM Credibility and Capabilities; 9 Aligning HR and KM practices; 10 Knowing what we know: language and tools for knowledge mapping; 11 Building your KM toolkit; 12 Using technology wisely; 13 Summary and conclusions; References; Index 330 $aWhilst there are many books on knowledge management there are few aimed directly at HR practitioners and the critical role that they can play in building a knowledge-centric culture. This practical book draws on the author's own experience, as well as that of leading-edge Human Resource and Knowledge Management practitioners (including Linda Holbeche, Elizabeth Lank, and David Snowden), each of whom recognise that building a knowledge-centric culture cannot be achieved through technology alone. It covers areas such as: