Category: Organizational Design

L’évolution de la pensée en gestion du changement

Rondeau, A. (2008). L’évolution de la pensée en gestion du changement: leçons pour la mise en oeuvre de changements complexes. Télescope, automne, p. 1-12. Deux documentations paradoxales Le discours dogmatique des gourous Plus normative, adopte une perspective d’acteur du changement et

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The Practical Wisdom of Ikujiro Nonaka

Helgesen, S. (2008). The Practical Wisdom of Ikujiro 4onaka. Strategy + Business, issue 53, p. 2-10. Nonaka views all this data management as a minor, almost incidental aspect of the capability development that enables business success. Knowledge is innately self-renewing. Its

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La connaissance créatrice – Introduction

Ingham, M. (1997). Introduction à l’édition française. In I. 4onaka, H. Takeuchi. La connaissance créatrice. DeBoeck Université (traduction de The Knowledge Creating Company, Oxford University Press, 1995), p. 1-19. Connaissances tacites Jouent un rôle essentiel dans la perspective de création de connaissance.

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Rethinking the knowledge-based organization

Zack, M.H. (2003). Rethinking the knowledge-based organization. Sloan Management Review, vol. 44 (4), p. 67-71. A knowledge-based organization is made up of four characteristics: Process Place Purpose Perspective Process The activities within an organization 2 underlying processes: Effective application of existing

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Collaborating to Compete: Achieving Effective Knowledge Sharing Organizations

Laycok M. (2005). Collaborating to Compete: Achieving Effective Knowledge Sharing Organizations. The Learning Organization, vol 12 (6), p. 523-538. Background Peter Senge (2004) has told us that “knowledge management is the oxymoron of modern day management”. Too many organizations take a

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Five steps to creating a global knowledge-sharing system: Siemens’ ShareNet

Voelpel, S.C., Dous, M., Davenport, T. (2005). Five steps to creating a global knowledge-sharing system: Siemens’ Share4et. Academy of Management Executive, vol. 19 (2), p. 9-23. Global knowledge and cross-cultural challenges A company’s individuals and organizational knowledge is a central resource

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