Organizational Design for Knowledge Management

Introduction ix
<p>Part 1 A Systemic Approach to the Organization Based on Knowledge Management and its Tools 1</p>
<p>Chapter 1 Theoretical Anchoring of Knowledge 3</p>
<p>1.1 Individual knowledge and skills 4</p>
<p>1.2 From individual learning to organizational learning 9</p>
<p>1.3 Knowledge management 16</p>
<p>1.4 Knowledge management systems 23</p>
<p>1.5 Communities, teams and knowledge management 26</p>
<p>1.6 Knowledge management and cultures 31</p>
<p>Chapter 2 The Design of the Learning Organization 37</p>
<p>2.1 From the systemic approach to the organizational design 37</p>
<p>2.2 Proposal of an organizational design for knowledge management: "learning organization design" 44</p>
<p>Part 2 Emergence of a New Design: that of the Learning Organization 61</p>
<p>Chapter 3 Real–World Access Methodology 63</p>
<p>3.1 Methodological choices 64</p>
<p>3.2 The field of research 67</p>
<p>3.3 Data collection 85</p>
<p>3.4 Processing of the collected data 92</p>
<p>Chapter 4 Case Study 99</p>
<p>4.1 Design of the learning organization SCCC (before the merger) 99</p>
<p>4.2 Design of the learning organization SCCC (period of merger with N) 108</p>
<p>4.3 Design of the learning organization NSN (post–merger) 114</p>
<p>4.4 Overview of the three phases 122</p>
<p>Chapter 5 Emergence of a New Organizational Design 127</p>
<p>5.1 Emergence of a design of the learning organization 127</p>
<p>5.2 Emergence of a new organizational design in view of the impact of culture 130</p>
<p>5.3 Emergence of a new organizational design when faced with knowledge boundaries 131</p>
<p>Conclusion 139</p>
<p>Bibliography 147</p>
<p>Index 171</p>