A collection of readings on Knowledge Management and Organizational Learning co-edited by Larry Prusak

[German title: Eine Aufsatzsammlung zum Wissensmanagement und organisationalen Lernen, mitherausgegeben von Larry Prusak]

Prusak, L.; Matson, E. (Eds.): Knowledge Management and Organizational Learning: A Reader. Oxford University Press (Oxford Management Readers), 2006.
392 p.; ISBN-10: 0-19-929179-9 (hkb), ISBN-13: 978-0-19-929179-3 (hkb) | ISBN-10: 0-19-929180-2 (pbk); ISBN-13: 978-0-19-929180-9 (pbk) 


  • Features many practical examples, including detailed cases from Chevron, Nucor Steel, Partners Healthcare, and Xerox
  • Individual sections examine the critical issues, allowing the reader to focus on those relevant to their needs
  • Includes seminal contributions from leading authorities, including Thomas Davenport, Robert Grant, Dorothy Leonard, John Seely Brown, and Sidney Winter.
  • Edited and introduced by noted authorities in the field, with years of experience in managing knowledge-based issues
  • Tailored to the needs of students and executives on graduate and executive education courses

Over the past decade, knowledge and learning have emerged as the keys to economic success and as a focus for thinking about organizational effectiveness and innovation. An overwhelming majority of large organizations now engage in a wide range of knowledge and learning activities and nearly all have programs and personnel explicitly dedicated to these tasks.

The volume is targeted at those new to knowledge and learning, and is filled with practical examples and focuses on the most critical issues, featuring seminal contributions from leading authorities including:

  • Thomas Davenport,
  • Dorothy Leonard,
  • John Seely Brown,
  • Sidney Winter,
  • W. Chan Kim,
  • Peter Druckard.

The book is organized around the three key steps in managing knowledge: development, retention, and transfer. These sections are preceded by a section creating the strategic context for knowledge and followed by a section on the social dimensions that are often overlooked. Finally, the book looks to the future of knowledge and learning.
This Reader is an accessible way for executives and students taking advanced Management Studies and executive courses to learn from the latest examples on this topic.

Advanced students on Masters, MBA, or executive education Management Studies courses; Academics and researchers of Knowledge Management and Business Studies; Practitioners and consultants.

Laurence Prusak, Babson College
Larry Prusak is a researcher and consultant and was the founder and Executive Director of the Institute for Knowledge Management (IKM). This was a global consortium of member organizations engaged in advancing the practice of knowledge management through action research. Larry has had extensive experience, within the U.S. and internationally, in helping organizations work with their information and knowledge resources. He has also consulted with many U.S. and overseas government agencies and international organizations (NGO’s). He currently co-directs ‘Working Knowledge’, a knowledge research program at Babson College, where he is a Distinguished Scholar in Residence. Larry’s most recent book (co-authored with Tom Davenport) is What’s the Big Idea? published by Harvard Business School Press in Spring, 2003. He has also recently edited a volume with E. Lesser, Creating Value with Knowledge (Oxford University Press, 2003).

Eric Matson, McKinsey& Company
Eric Matson is a manager in McKinsey’s Institute for Corporate Excellence, where he leads research efforts to better understand the drivers of enduring corporate performance. He currently focuses on profiling the world’s leading companies to better understand how they excel in selected areas such as network management, knowledge management, and talent management. Prior to joining McKinsey in 1999, Mr. Matson worked as a writer for Fast Company magazine and as a consultant for Monitor Company. His recent publications include The Performance Variability Dilemma (Sloan Management Review, 2003), Strengthening Your Organization’s Internal Knowledge Market (Organizational Dynamics, 2003), Leveraging Group Knowledge for High Performance Decision Making (Organizational Dynamics, 2002), and Managing the Knowledge Manager (McKinsey Quarterly, 2001).

Go to the publisher’s website of the book.

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