Index
Monique Ceruti
(Independent Scholar, USA)
Angel Williams
(The Timken Company, USA)
Denise Bedford
(Georgetown University, USA)
Translating Knowledge Management Visions into Strategies
ISBN: 978-1-78973-766-0, eISBN: 978-1-78973-763-9
Publication date: 28 November 2019
This content is currently only available as a PDF
Citation
Ceruti, M., Williams, A. and Bedford, D. (2019), "Index", Translating Knowledge Management Visions into Strategies (Working Methods for Knowledge Management), Emerald Publishing Limited, Leeds, pp. 197-203. https://doi.org/10.1108/978-1-78973-763-920191016
Publisher
:Emerald Publishing Limited
Copyright © 2020 Emerald Publishing Limited
INDEX
Accountability
, 151
Affinities
, 138
Apollo Space Project
, 60
Artifacts
, 82
Back casting
, 56, 63–64
Behavioral competencies
, 108
Brainstorming
, 56
Business
aligned strategies
, 97
business operations, knowledge in
, 27
business perspective, visions from
, 15–16
consumers
, 164, 168–169
managers
, 132
processes
, 85
stewards
, 164–166
value
, 139
Business aligned strategies
community building and collaboration strategy
, 138
finding common ground for
, 137
knowledge asset management strategy
, 139
knowledge audit strategy
, 139–140
knowledge operation and integration strategy
, 137–138
Change management process
, 176
Chaotic environments
, 62
Checklists
, 84
Collaboration and community building
, 29–30
Command and control
, 70
Communications
, 32–34
and collaboration strategy
, 103–104
knowledge
, 134
Community building and collaboration strategy
, 138
Computer models
, 68
Creative economics
, 11
Creative economy
, 11
Cultural economy
, 11
Culture
, 77–83
Custodianship of knowledge audit strategy
, 140
Decision-making
, 153–154
Delphi method
, 68–69
Documented visions
, 70–71
Enforcement
, 174
Environmental scanning
, 56
External communication strategies
, 134
External long-term visions
, 58
External stakeholders
, 117
Fast Track status
, 26
Fictional histories
, 64
Financial capital
, 6
Forecasting
, 56, 66–67
Full-fledged knowledge culture strategy
, 133
Functional and Technical Custodians
, 168
Functional and Technical Stewards
, 164
Future focal point
, 64
Future histories
, 63–64
Futures wheel
, 67
Futuring methods
, 63–69
Futurists
, 63
Gaming
, 69
Gig economy
, 12–13
Goals
, 77–83
Governance
, 173–174
decisions and action plans
, 178
maintaining and sustaining knowledge management strategy
, 179
models and processes
, 174
reviews and management
, 177–178
tools and processes
, 176–177
triggers of and inputs to knowledge management strategy
, 175
Gray literature
, 84
Healthy knowledge culture
, 82
High-tech economy
, 9–10
Human capital
, 141
growth and development
, 40–41
Human resources
, 132
management
, 152–153
Individual strategies (see also Organization level strategies)
, 141–142
Individuals
behaviors
, 81
strategies focusing on
, 98
Information
capital assets and liabilities
, 54–55
economy
, 8–9
Innovation economy
, 11–12
Institute for Alternative Futures visioning methodology
, 60
Internal communications strategies
, 134
Internal long-term visions
, 58
Joint ownership
, 62
Knowledge
, 6
architecture
, 35–36, 102
architecture strategy
, 135–136
assessment strategy
, 106–107, 140
asset management
, 34–35, 104–105, 139
audits
, 106, 139–140
in business operations
, 27
capabilities
, 14
communications
, 134
communications, narrative, and organizational messaging strategy
, 100–101
cultures
, 31–32, 81–82, 100, 133
leadership strategy
, 28–29, 99, 131
operations
, 103
roles and responsibilities strategy
, 102–103, 136–137
strategies
, 82, 130
technology
, 37–38, 101, 134–135
Knowledge capacity building
, 14
to developing knowledge management strategy
, 115–117
of field of futures methods
, 125–126
of knowledge economy
, 122–123
of knowledge management field
, 123–125
of organization’s administrative and internal work structure
, 119–121
of organization’s business and economic sector
, 117–119
of organization’s visions and strategies
, 121–122
Knowledge capital
, 3, 14, 23–24
asset management strategy
, 105–106
assets strategies
, 107–108
changing economic definition of capital
, 5–7
economic change and transitions
, 3–5
visions from business perspective
, 15–16
Knowledge economy
, 3, 5–6, 116
building own knowledge of
, 122–123
and new age economics
, 7–14
Knowledge Management Custodians
, 164, 166–167
Knowledge management strategies (KM strategies)
, 4, 83–87, 97–98, 130, 137, 162, 174
Business Consumers
, 168–169
Business Stewards
, 165–166
designing and integrating
, 108–109
finding common ground for
, 140
Functional and Technical Custodians
, 168
governance decisions and action plans
, 178
governance model for
, 175
governance reviews and management
, 177–178
governance tools and processes
, 176–177
knowledge assessment strategy
, 140
maintaining and sustaining
, 179
metrics strategy
, 141
operationalizing knowledge strategy
, 109–111
personal capacity to developing
, 115–117
responsibilities
, 164–165
roles
, 163–164
scope and coverage of
, 98–108
Strategic Planning Community
, 167
tactics
, 155–159
triggers of and inputs to
, 175
Knowledge organizations
, 3, 23, 70
approach
, 117, 119
business aligned strategies
, 97
characterization
, 24
future
, 44–45
missions and goals
, 80–81
organization-wide strategies
, 96–97
strategies
, 82, 87–88, 95
tactics
, 83
transitioning to
, 26
visions of future
, 14
Long-term vision
, 56–58, 71
Messaging
, 32–34
Mid-term future, vision for
, 58–59
Missions
, 77–83
Models
, 68
Moderate Track status
, 26
Near-term future, vision for
, 59–60
Networks
, 125
economics
, 10
economy
, 10
Neutral futures
, 60
New age economics
, 7–14
No Track status
, 26
Non-preferred futures
, 60
Nonprofit organizations
, 62
Organization level strategies
finding common ground for
, 131
knowledge architecture strategy
, 135–136
knowledge communications and organizational messaging strategy
, 134
knowledge culture strategy
, 133
knowledge leadership strategy
, 131
knowledge roles and responsibilities strategy
, 136–137
knowledge technology strategy
, 134–135
organizational learning strategy
, 132–133
Organizational culture
, 79
Organizational learning strategy
, 38–39, 99–100, 132–133
Organizational messaging strategy
, 134
Partners, guiding principles for approaching
, 142
Peer institution practice
, 133
Performance assessments
, 154
Physical capital
, 6
Point of Department (POD)
, 64
Polling
, 68–69
Postindustrial economy
, 13
Precariat economists
, 13
Precariat economy
, 12
Preferred futures
, 60
Preferred futuring methods
, 60
Procurement
, 152
Public agency
, 62
Public company
, 62
Relational capital growth and development
, 43–44
Relevance trees
, 67
Responsible, Accountable, Supportive, Consulted and Informed method (RASCI method)
, 162–163
Ripple effect
, 67
Scanning
, 65
Service economy
, 12
Sharing economy
, 10–11
Simulation models
, 68
Single private ownership
, 62
Slow Track status
, 26
Stakeholders
, 138
external
, 117
guiding principles for approaching
, 142
Strategic affinities and alignments
finding affinities and common ground
, 129–131
finding common ground for business aligned strategies
, 137–140
finding common ground for individual strategies
, 141–142
finding common ground for knowledge management strategies
, 140–141
finding common ground for organization level strategies
, 131–137
guiding principles for approaching stakeholders and partners
, 142
Strategic Planning Community
, 164, 167
Strategy
, 77–83, 151
development
, 162
to tactics
, 150–154
Strategy management
, 161–162
knowledge management strategy responsibilities
, 164–169
knowledge management strategy roles
, 163–164
RASCI method
, 162–163
Structural capital growth and development
, 41–42
Tactics
, 77–83, 149–150
knowledge management
, 155–157
selecting knowledge management tactics
, 157–159
translating strategy to
, 150–154
Technology strategies
, 134
Trend
analysis
, 65–66
extrapolation
, 66
monitoring
, 66
projection and analysis
, 56
Vision
, 16, 51, 77–83, 125
building knowledge of organization’s visions and strategies
, 121–122
creation
, 61
definition and characterization
, 51–53
documenting
, 70–71
factors
, 62–63
futures
, 53–60
futuring methods
, 63–69
for long term
, 56–58
long-term
, 56–58, 71
long-term before near term
, 54–56
long-term knowledge
, 56
long-term strategy increments and futures
, 55
for mid-term future
, 58–59
for near-term future
, 59–60
preferred, neutral, and non-preferred futures
, 60
process and methods
, 60–70
sustaining
, 69–70
Visionary leaders
, 62–63
Visioning
, 56, 60–61
- Prelims
- Section 1: The Destination – Vision of a Knowledge Organization
- 1: Building Knowledge Capacity for a Knowledge Economy
- 2: Knowledge Organizations
- 3: Creating a Vision of the Future
- 4: Translating the Vision INto Strategies
- Section 2: Strategies as Roadmaps
- 5: Knowledge Management Strategies – The Big Picture
- 6: Building Your Capacity to Develop the Strategy
- 7: Strategic Affinities and Alignments
- Section 3: Starting the Journey
- 8: Realizing the Vision – Moving from Strategy to Tactics
- 9: Defining Roles and Responsibilities to Manage the Strategy
- Section 4: Staying the Course – Maintaining the Strategy
- 10: Keeping the Strategy Alive – Governance
- Appendix: Developing a Vision and a Strategy – A Project Plan Pulling it All Together
- Index