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List of figures | ||
List of tables | ||
Foreword | ||
Introduction | ||
Acknowedgements | ||
Pt. 1 | The Strategic Context for HR's Role in Managing for Knowledge | 1 |
1 | The changing world of business and the imperative for managing knowledge | 3 |
2 | The changing role of HR - from operational to strategic HR | 28 |
3 | Towards a blueprint for building a knowledge-centric culture | 39 |
Pt. 2 | Building a Knowledge-centric Culture | 59 |
4 | Structures, roles and responsibilities in a knowledge-centric culture | 61 |
5 | HR's role in building a knowledge-centric culture | 84 |
6 | Re-visiting learning in the knowledge economy | 113 |
7 | Understanding the motivation for learning amongst knowledge workers | 140 |
8 | Working and learning in Communities of Practice | 148 |
Pt. 3 | Building HR's KM Credibility and Capabilities | 163 |
9 | Aligning HR and KM practices | 165 |
10 | Knowing what we know: language and tools for knowledge mapping | 186 |
11 | Building your KM toolkit | 209 |
12 | Using technology wisely | 238 |
13 | Summary and conclusions | 258 |
References | 263 | |
Index | 269 |
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