000			03266nam a22004695i 4500
001			u371949
003			SIRSI
005			20160812080156.0
007			cr nn 008mamaa
008			101029s2011 xxu| s |||| 0|eng d
020			_a9781441975249 _9978-1-4419-7524-9
040			_cMX-MeUAM
050		4	_aHD28-70
082	0	4	_a650 _223
100	1		_aO'Toole, Paddy. _eauthor.
245	1	0	_aHow Organizations Remember _h[recurso electrónico] : _bRetaining Knowledge through Organizational Action / _cby Paddy O'Toole.
264		1	_aNew York, NY : _bSpringer New York, _c2011.
300			_aXI, 191 p. _bonline resource.
336			_atext _btxt _2rdacontent
337			_acomputer _bc _2rdamedia
338			_aonline resource _bcr _2rdacarrier
347			_atext file _bPDF _2rda
490	1		_aOrganizational Change and Innovation ; _v2
505	0		_a1 INTRODUCTION -- 2 KNOWING ABOUT KNOWLEDGE -- 3 DEVELOPING KNOWLEDGE RETENTION STRUCTURES -- 4 RETAINING KNOWLEDGE THROUGH COMMUNICATION -- 5 MANAGING KNOWLEDGE RETENTION STRUCTURES -- 6 HOW ORGANIZATIONS RETAIN KNOWLEDGE -- 7 THEORY AND IMPLICATIONS.
520			_aHow an organization works is largely a function of what it knows—i.e., the collective knowledge about all aspects of the enterprise, from competitive intelligence to formal systems and policies to the ways in which individuals solve problems and share their expertise. Organizational knowledge is not to be found in manuals and web sites, but in the day-to-day interactions among employees, suppliers, customers, investors, and other stakeholders. How Organizations Remember is based on a 10-month study of a technology firm with locations in three countries (Australia, US, and Ireland); the company has undergone rapid growth and expansion, which have had a profound impact on power structures and organizational culture, and hence, on the ways in which knowledge is created and disseminated. The author discovered that what is remembered is diverse, and of differing value within and across the organization. How knowledge is remembered is equally diverse, and ranges from computer files to cartoons on the wall, from stories to the way objects are placed on a desk. Knowledge is influenced by external influences as well as internal influences; knowledge may become a competitive advantage, but may also contribute to inertia. The book combines theoretical perspectives and empirical findings to generate insights that contribute to both research and practice in organizational learning, innovation, culture, and behavior.
650		0	_aEconomics.
650		0	_aIndustrial management.
650		0	_aBusiness planning.
650		0	_aPersonnel management.
650	1	4	_aEconomics/Management Science.
650	2	4	_aManagement/Business for Professionals.
650	2	4	_aOrganization/Planning.
650	2	4	_aPersonnel Management.
710	2		_aSpringerLink (Online service)
773	0		_tSpringer eBooks
776	0	8	_iPrinted edition: _z9781441975232
830		0	_aOrganizational Change and Innovation ; _v2
856	4	0	_zLibro electrónico _uhttp://148.231.10.114:2048/login?url=http://link.springer.com/book/10.1007/978-1-4419-7524-9
596			_a19
942			_cLIBRO_ELEC
999			_c199829 _d199829