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 s’adresse essentiellement aux preneurs de décisions stratégiques afin de leur fournir des guides de mise en… Continue reading L’évolution de la pensée en gestion du changement
Category: Organizational Design
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 value increases with use. The Toyota Motor Corporation practices the “Five Whys” to enable employees… Continue reading The Practical Wisdom of Ikujiro Nonaka
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. Dimension collective Connaissances tacites individuells marquées par des connaissances collectives que l’individu intériorise inconsciemment. Organisations détiennent… Continue reading La connaissance créatrice – Introduction
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 knowledge Creation of new knowledge Goal is fourfold: Ensure that knowledge from one part of… Continue reading Rethinking the knowledge-based organization
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 far too simplistic view of their structure, culture and overall therefore, their readiness for change. In… Continue reading Collaborating to Compete: Achieving Effective Knowledge Sharing Organizations
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 that serves as a basis for a sustained competitive advantage. In order to achieve a competitive… Continue reading Five steps to creating a global knowledge-sharing system: Siemens’ ShareNet