Managing for Knowledge—HR’s Strategic Role
Foreword
Introduction
art One - The Strategic Context For HR’s Role In Managing For Knowledge Chapter 1 - The Changing World Of Business And The Imperative For Managing Knowledge
Chapter 2 - The Changing Role Of HR – From Operational To Strategic HR
Chapter 3 - Towards A Blueprint For Building A Knowledge-Centric Culture
art Two - Building A Knowledge-Centric Culture Chapter 4 - Structures, Roles And Responsibilities In A Knowledge-Centric Culture
Chapter 5 - HR’s Role In Building A Knowledge-Centric Culture
Chapter 6 - Re-Visiting Learning In The Knowledge Economy
Chapter 7 - Understanding The Motivation For Learning Amongst Knowledge Workers
Chapter 8 - Working And Learning In Communities Of Practice
art Three - Building HR’s KM Credibility and Capabilities Chapter 9 - Aligning HR and KM Practices
Chapter 10 - Knowing What We Know: Language And Tools For Knowledge Mapping
Chapter 11 - Building Your KM Toolkit
Chapter 12 - Using Technology Wisely
Chapter 13 - Summary And Conclusions
References