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Written by a team of highly respected authorities on management and organizational behaviour, this core textbook is grounded in an extensive body of international research and analysis that demonstrates that knowledge work...
Written by a team of highly respected authorities on management and organizational behaviour, this core textbook is grounded in an extensive body of international research and analysis that demonstrates that knowledge work depends primarily on the behaviours, attitudes and motivations of those who undertake and manage it and not simply on the implementation of information systems technology. Throughout the book, engaging case studies and role plays demonstrate the range of perspectives that can be applied to knowledge work, and the organisational conditions under which it can be managed effectively.This book is essential reading for undergraduate and postgraduate students on modules covering Knowledge Management, and ideal for modules in Human Resource Management and Organisational Studies.
An accompanying companion website that includes lecturer notes designed to aid teaching
Case studies that encourage students to visualize scenarios and understand them by applying theory to reality
Expert authors who provide a holistic understanding of this potentially complex subject
Highly developed pedagogy to demonstrate concepts to students, including features such as chapter outlines and learning outcomes, summaries of key topics, and extra questions for students to test their knowledge
Updated case studies based on the latest research and with international reach
Enhanced learning and teaching tools to help students understand important concepts
A new companion website with lecturer resources
Introducing Knowledge Work: Processes, Purposes and Contexts Knowledge-intensive Firms New Organizational Forms that Support Knowledge Work: The Role of ICT Managing Knowledge Creation in Teams Project-Based Organizations and Knowledge Work Human Resource Management and Knowledge Work 'Knowledge Management Systems' The Role of Social Networks and Boundary Spanners Managing Knowledge for Innovation Conclusions: Understanding the Relationships between Knowledge Purposes, Knowledge Processes and Enabling Context.
SUE NEWELL is Cammarata Professor of Management at Bentley University, Boston, USA and also PT Professor of Information Management at Warwick Business School, University of Warwick, UK.
MAXINE ROBERTSON is Professor of Management at Queen Mary University of London, UK
HARRY SCARBROUGH is Associate Dean for Research at Warwick Business School.
JACKY SWAN is a Professor of Organizational Behaviour at Warwick Business School, University of Warwick, UK.
SUE NEWELL is Cammarata Professor of Management at Bentley University, Boston, USA and also PT Professor of Information Management at Warwick Business School, University of Warwick, UK.
MAXINE ROBERTSON is Professor of Management at Queen Mary University of London, UK
HARRY SCARBROUGH is Associate Dean for Research at Warwick Business School.
JACKY SWAN is a Professor of Organizational Behaviour at Warwick Business School, University of Warwick, UK.
