Leading with Knowledge

The Nature of Competition in the 21st Century

Richard C. Huseman, Jon P. Goodman

• Publisher: SAGE Publications, Inc
• Year: 1998
• Print ISBN: 9780761917755
• eBook ISBN: 9781452221472
• Edition: 1
• Topic: Business
• Subtopic: Management
• Index: Business

`This body of knowlege should be of interest to human resource management specialists. ...[and] to those who are interested in developing their knowledge and understanding of corporate learning and what a learning organisations is. Indeed, [it]... will appeal ...to academics as it offers a useful introduction ....and offers some pointers for devising human resource management strategies? - Peter Trim, University of London, British Academy of Management News

`Drs Richard C Huseman and Jon P Goodman set forth a strategic model for conceptualizing and leveraging knowledge that is invaluable for executives who want to capture, share, and leverage the power of knowledge assets.? - Thomas Sattelberger, Corpora

Based on a landmark study of over 200 of the largest companies in the United States, this book examines how the intellectual assets of a corporation can be leveraged to create `knowledge organization?.

The book includes an overview of corporate evolution from the classic formally structured organization to an adaptive, knowledge-based model. It details the forces of change which contemporary corporations must respond to, and describes techniques used to restructure organizations. Readers are presented with real-world examples that offer insight into the best organizational practice and blueprints for implementation.

Table of contents

• Cover
• Contents
• Introduction
• Acknowledgments
• Part 1 - The Past As Prologue
• Chapter 1. The Classic Corporation
• The American Mass Market: Implications for Production and Distribution
• Mass Production and Scientific Management
• The Organization Man
• The Success of the Classic Corporation
• Chapter 2. The Impact of Change on Corporate America
• International Competition
• The Rise and Impact of Domestic Competition
• The Impact of Information and Communication Technology
• The Classic Corporation Attempts to Change
• Chapter 3. Major Strategies for Coping with Change
• Realignment
• Restructuring
• Downsizing
• Downsizing: A Report Card
• The End of a Workplace Contract
• The Cumulative Impact of Competition, Technology, and Downsizing
• Part II - The Present As Transition
• Chapter 4. The Evolution of Corporate Learning
• The Roots o f Corporate Education
• The 1980s and 1990s: Management/Executive Education Comes of Age
• The Emergence of Corporate Universities
• The New Learning Paradigm
• Communities of Practice
• Chapter 5. The 1998 Strategic Report on Workforce Education
• Percentage of Employees Receiving Training
• Types of Employees Receiving Training
• Geographic Coverage
• Current Delivery Methods
• Future Delivery Methods: A Shift Away from the Classroom
• Corporate Universities and Learning Centers
• Partnering Practices with Outside Developers
• Corporate America's Reaction to MBA/Executive MBA Programs
• The Future of Training
• Chapter 6. The Emergence and Growth of the Knowledge Economy
• What Is Knowledge?
• The Progression Toward Knowledge
• The Five Elements of Knowledge
• Knowledge: The Latest Store of Economic Value
• Knowledge as a Corporate Asset
• Knowledge as a Competitive Advantage
• Knowledge as a Manager of Change
• Part III - The Future As Epilogue
• Chapter 7. Charting the Knowledge Path: A Survey of America's Largest Companies
• Knowledge Organization: What Does It Mean?
• Knowledge Organizations and Continual Learning
• Knowledge Organizations Manage Their Intellectual Capital
• Degrees of Knowledge Organizations
• Tier 1: Four Distinct Exemplars
• Conclusion
• Chapter 8. Intellectual Capital Accounting
• Mill Valley: Knowledge Accounting Gains Momentum
• The Vision-Guided Intellectual Capital Report
• Intellectual Capital Accounting
• How Skandia Developed Its Intellectual Capital Report
• Chapter 9. Conceptualizing and Leveraging Knowledge
• Phase 1: Identifying and Capturing Knowledge
• Phase 2: Valuing and Prioritizing Knowledge
• Phase 3: Sharing and Leveraging Knowledge
• Phase 4: Knowledge Creation and Connection
• Chapter 10 - Leading With Knowledge
• Leadership in Knowledge Organizations
• The Role of Vision
• Phase 1: Identifying and Capturing Knowledge
• Phase 2: Valuing and Prioritizing Knowledge
• Phase 3: Sharing and Leveraging Knowledge
• Phase 4: Creation and Connection of New Knowledge
• Risk Taking and the Knowledge Organization
• Notes
• Index
• About the Authors