Book Description
Without strategy, a chess game is just a series of tactical tricks. A good strategy binds together the tactics, and enables a player to make methodical progress towards victory. This book makes sure the reader will never be short of winning strategies. Angus Dunnington utilizes his many years of chess playing and training to provide an arsenal of ideas that can be employed in many types of positions. These plans have been proven in many grandmaster games, so readers can be sure that by using them their game will be soundly based. "101 Winning Chess Strategies" offers attacking and defensive strategies, guidance on when to adopt particular plans, lessons from grandmaster games distilled into a user-friendly form, and tips from an Olympiad trainer.
Customer Reviews:
A double whammy of improvement.......2006-03-21
Anyone who has a boring journey to and from work each day in a train or bus should have books like this. Tuck one into your jacket pocket, or your briefcase, or your laptop bag, or even your Gucci handbag if that's your commuting gear. It's ideal for dipping into, and the layout lends itself to occasions when you can't sit down with a chessboard. Like it says on the box, there are 101 ideas in here, mostly taking up one page (three diagrams on one side and text on the other). Some take two pages, with six diagrams and double the text. Used this way, the book provides a double whammy of improvement - you'll pick up lots of genuinely practical over-the-board chess tips, and you'll improve your ability to analyse by following the moves between positions without a board. Put in that little bit extra and analyse the positions for yourself before going through the text, and journeys to work won't be a waste of time any more!
What's in it for you, exactly? The first thing to note is that it isn't just a standard middlegame manual - it's a toolkit for winning at any stage of the game. There are ideas for the opening, the middlegame, and the ending. Dunnington was once a regular on the British weekend chess circuit, and many of the ideas in this book, especially the endgame techniques I think, spring from that fiercely competitive theatre. This is a guy who really did have to win rook and bishop versus rook with the flag of his clock hanging and the prize-money in the balance. 41 of the 101 strategies are for the endgame. These are things you really need to know if you want to win and you're playing blitz, or a quickplay finish, or the insane 30 seconds per move of international competitions. You don't have time to work them out for yourself!
So, what I like most about this book, and what makes it different and special, is that it applies to me. There is nothing in this book that I can't use in the evening in a club league match. OK, I'm not Karpov, I can't analyse like Karpov, but now that I know how he dealt with isolated queen's pawns, I can do my level best to act like Karpov!
Reveals strong strategies other books don't cover.......2005-10-11
The star feature of this book is that it covers a large selection of differing strategies, from "king and pawn endings" to "domination of the open file." As such it is an enjoyable book to dip into, and it is also one which will improve your results.
I have seen a suggestion that the material could flow better, in order to link one strategy with the next. I can see why someone should make such a comment, but my feeling is: why does it really need to? For sure the author could, if he had wanted, have created an artificial link between the examples. But one of the features of these 101 books, as far as I am concerned, is that the 101 segments are self-contained. It is pleasant being able to play over a small chunk at a time.
Fortunately for us, presented with such a broad and fascinating subject as Strategy, the author has stuck to his guns. Dunnington's 101 strategies have the look of being collated from years of traning, and observation of master games.
The simple fact is this: your opponents will be unfamiliar with many of these strategies. Because you will have read about them, you will know precisely the plans and aims in certain positions. When you think about it, that advantage is going to win you some points.
Buy ths book if you want an arsenal of new ideas to use in our games.
Very good book for players seeking overall improvement.......2005-09-02
A lot of work has gone into this book, but you do have to read it properly to appreciate it. The themes the book covers are not the standard, simple ideas you might see in many places elsewhere. Instead Dunnington has served up a sophisticated and original collection of strategies, and - the mark of an experienced coach - he has succeeded in presenting them in a comprehensible and user-friendly format.
The strategies given range from attacking and defensive to positional and tactical, mixed often with a suitable portion of practical advice.
The uniqueness of this book is the almost breathtaking richness of material. Here is an example just from taking a random selection (honest!) of the headings that accompany each strategy:
Strategy 20: Opposite-side Castling: Strike a Balance
Strategy 46: Karpov's anti-IQP treatment
Strategy 54: Rook and Two Knights tame Two Rooks
Strategy 77: Winning Strategy in Opposite-Colored Bishop Ending
Where else could you find such a diverse range of instruction? The book is well researched, and is one of the best of its type I have ever seen. It really does equip the reader (as it says on the back cover) with "an arsenal of ideas", and the great majority of those ideas are ones the reader (or his opponent) will be unlikely to have encountered in other books.
This is a fine all-round improvement book, well designed to be dipped into as and when the mood takes you.
Disappointing.......2002-03-13
I have grown to expect more than this from GAMBIT. This book book presents one example of a different strategic theme per page. There is no overall cohesion or theme to this book. The book was a total fabrication that did not have to be made. The publisher wanted to put out a series of "101 ...." books and so decided one would be made on strategy. Dunnington should not have done this. I admire his book on the King's Indian Attack; but this book harms his reputation. It has a "Cardozo Publishing" Eric Schiller feel to it. It also ranks "down there" with much junk by Pandolfini, Keene, and a few others. Please do not buy this book. It is a shame to waste money on it, when there is so much good stuff out there.
Useful And Entertaining Strategies.......2000-04-01
This book has certain obvious strengths and weaknesses. It's very strong in presenting to the intermediate player numerous interesting and useful strategic examples: attack against the castled king, nurture your space advantage, opposite side castling, attack the base of a pawn chain, etc. The author generally uses a mix of new and classic examples. I've found the large number (101) of examples perfect for training purposes on my computer wherein I play the game positions trying to employ the book strategies. The weakness of the book is in the relatively superficial treatment of the strategies, no clear linkage between strategies, and sometimes unclear writing. I've enjoyed this book although I wouldn't say it was "essential" as you can generally find in your own books examples to practice using. Still, 101 mini-lessons collected in one volume? Worth buying.
Book Description
Leading Minds and Landmark Ideas In An Easily Accessible Format
From the preeminent thinkers whose work has defined an entire field to the rising stars who will redefine the way we think about business, The Harvard Business Review Paperback Series delivers the fundamental information today's professionals need to stay competitive in a fast-moving world.
The eight articles in Harvard Business Review on Knowledge Management highlight the leading-edge thinking and practical applications that are defining the field of knowledge management. Includes Peter Drucker's prophetic The Coming of the New Organization and Ikujiro Nonaka's Knowledge-Creating Company. A Harvard Business Review Paperback.
Customer Reviews:
Extraordinary Guidance for Practitioners.......2005-06-04
This is another great book in the HBR paperback series. There are several very helpful article/chapters in this book; each one taken alone is worth more than the cost of the book.
The article by Argyris, "Teaching Smart People to Learn," is quite insightful. Argyris explains why smart, highly trained professionals find it difficult to learn from their mistakes and failures.
In David Garvin's article/chapter, he talks about what real people in real organizations are doing to build learning organizations.
John Seely Brown discusses the importance of new innovations found in "how work is done" in his chapter.
Add to these helpful chapters, the work of Drucker, Nonaka, and Kleiner, and this is a must-have for practitioners.
Michael Beitler
Author of "Strategic Organizational Learning"
If KM seems expensive, try ignorance.......2004-09-21
I read this book when it was first published in 1998 and recently re-read it, curious to see how well it has held up since then. It has done so to a remarkable extent.
Again, I am reminded of Derek Bok's observation "If you think education is expensive, try ignorance."
This is one in a series of several dozen volumes which comprise the "Harvard Business Review Paperback Series." Each offers direct, convenient, and inexpensive access to the best thinking on the given subject in articles originally published by the Harvard Business Review. I strongly recommend all of the volumes in the series. The individual titles are listed at this Web site: www.hbsp.harvard.edu. The authors of various articles are among the world's most highly regarded experts on the given subject. All of the volumes have been carefully edited. An Executive Summary introduces each selection. Supplementary commentaries are also provided in most of the volumes, as is an "About the Contributors" section which usually includes suggestions of other sources which some readers may wish to explore.
In this volume, we are provided with a variety of perspectives on knowledge management: Peter F. Drucker on "The Coming of the New Organization," Ikujiro Nonaka on "The Knowledge-Creating Company," David A. Garvin on "Building a Learning Organization," Chris Argyris on "Teaching Smart People How to Learn," Dorothy Leonard and Susaan Straus on "Putting Your Company's Whole Brain to work," Art Kleiner and George Roth on "How to Make Experience Your Company's Best Teacher," John Seely Brown on "Research That Reinvents the Corporation," and James Brien Quinn, Philip Anderson, and Sydney Finkelstein on "Managing Professional Intellect: Making the Most of the Best." Listing the article titles correctly indicate the nature and scope of the specific subjects offered.
Quite true, some of the material is dated and inevitably so, given the elapsed time since the articles were published in the Harvard Business Review. However, in my opinion, the principles advocated and the core strategies recommended remain relevant to the contemporary marketplace. For example, Drucker notes that "to remain competitive -- maybe even to survive -- businesses will have to convert themselves into organizations of knowledge specialists." Garvin presents an especially informative analysis of Xerox's six-step problem-solving process which addresses questions to be answered, expansion/divergence issues, contraction/convergence issues, and "next steps" after implementation. Leonard and Straus rigorously examine the Myers-Briggs Type Indicator process, including within their narrative a brilliant overview of the MBTI©. Indeed, readers are provided with rock-solid material throughout each article.
For less than the cost of breakfast in an upscale Manhattan restaurant, each volume in this series provides an intellectual feast. It remains for each reader to determine, of course, which of the volumes will be most nutritious to her or his appetite. Those who share my high regard for this volume are urged to check out Carla O'Dell's If Only We Knew What We Know: The Transfer of Internal Knowledge and Best Practice, Peter Senge's The Fifth Discipline and The Dance of Change, Thomas H. Davenport and Laurence Prusak's What's the Big Idea?: Creating and Capitalizing on the Best New Management Thinking and also their Working Knowledge, Jeffrey Pfeffer and Robert I. Sutton's The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action, and Ikujiro Nonaka and Hirotaka Takeuchi's The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation.
Knowledge Management with practical applications.......2003-04-18
Excelente libro que proporciona las bases suficientes sobre la administración del conocimiento, además de tener como respaldo el prestigio de una casa de estudios como es la Universidad de Harvard.
Lo recomiendo ampliamente.
Knowledge Management, a layperson's perspective.......2001-11-02
Knowledge Management, published by Harvard Business School Press, is a compilation of articles excerpted from the Harvard Business Review covering a period from 1988-1997. The articles in general focus on the way organizations can acquire, use, and maintain knowledge in order to remain on the cutting edge of their fields. The underlying message of this book, expressed by Peter F. Drucker in "The Coming of the New Organization (page 1)," is that future organizations must take advantage of technology to collect and track data so that data can be translated into useful information.
The manner in which companies acquire knowledge from data can vary. Ikujiro Nonaka in his article "The Knowledge Creating Company (page 21)" provides a general approach. Nonaka suggests that creating new knowledge requires, in addition to the processing of objective information, tapping into the intuitions insights and hunches of individual employees and then making it available for use in the whole organization. Within this framework is an understanding of two types of knowledge: tacit and explicit. Both of these have to exist in an organization and exchange between and within each type is needed for creation of new knowledge. Another point in Nonaka's article is that the creation of new knowledge is not limited to one department or group but can occur at any level. It requires a system that encourages frequent dialogue and communication. Similar but more defined ideas are presented in David Garvin's "Building a Learning Organization (page 47)."
Garvin's approach focuses on the importance of having an organization that learns. Garvin defines a learning organization as one that is "skilled at creating, acquiring, and transferring knowledge, and at modifying its behavior to reflect new knowledge and insights (page 51)." He describes five activities/skills that are the foundation for learning organizations. These are systematic problem solving, experimentation, and review of past experiences, learning from others, and transferring knowledge.
"Teaching Smart People How to Learn (page 81)" by Chris Argyris, deals with the way individuals within an organization can block the acquisition of new knowledge because of the way they reason about their behavior. In order to foster learning behavior in all employees, an organization must encourage productive reasoning. One caution is that use of productive reasoning can be threatening and actually hampers the process of learning if not implemented throughout the whole organization.
Leonard and Straus in "Putting Your Company's Whole Brain to Work (page 109)," address another way in which knowledge can be acquired. They identify two broad categories: left brained and right brained individuals, with different approaches to the same concept based on cognitive differences. Within these categories, there is great potential for conflict, which can stifle the creative process. However these different perspectives are important for full development of a new concept. Innovative companies should keep a balance of these different personality types to avoid stagnation and to encourage development of new ideas. The management of the cognitive types in a way that is productive for the company occurs through the process of creative abrasion.
One can surmise from the articles in general that data and information are valuable if they can be used to maintain the knowledge base or provide the basis for acquiring new knowledge. The organization that creates new knowledge encourages the following in its employees: creativity, a commitment to the goals of the organization, self-discipline, self-motivation, and individual exploration and identification of behaviors that may be barriers to learning. Cognitive preferences should be recognized and used to the companies' advantage. Finally, companies can learn from the best practices of others and from their customers. After knowledge is acquired, it can be disseminated for use throughout the organization and maintained in different ways.
One key method to maintain knowledge repeated in several articles is the importance of an environment that fosters innovation. Quinn et al, in "Managing Professional Intellect: Making the Most of the Best (page 181)," describe this as creating a culture of self-motivated creativity within an organization. There are several ways to do this: recruitment of the best for that field, forcing intensive early development (exposing new employees early to complex problems they have to solve), increasing professional challenges and rigorous evaluations.
Another way to maintain and use knowledge is through pioneering research, described by Brown in "Research that reinvents the Corporation (page 153)." In this process companies can combine basic research practices, with its new and fresh solutions, and applied research to the company's most pressing problems. Dissemination of new knowledge can occur by letting the employees experience the new innovation and so own it. As mentioned in the article by Nonaka, creation of a model that represents the new information is a way for transfer to the rest of the organization. Also the knowledge from the professional intellect within an organization can be transferred into the organization's systems, databases and operating technologies and so made available to others within the organization. An example of this is Merryl Lynch, which uses a database of regularly updated information to link its 18,000 agents.
Yet another tool for disseminating information within an organization is the learning history, described by Kleiner and Roth in "How to Make Experience Your Company's Best Teacher (page 137)." This makes use of the ages old community practice of storytelling to pass on lessons and traditions. The learning history collects data from a previous experience with insight from different levels of employees involved and puts it together in the form of a story that can be used in discussion groups within the organization. In companies where this has been used, it builds trust, provides an opportunity for collective reflection, and can be an effective way to transfer knowledge from one part of the company to another. In addition, incentives in the form of a report in response to the new innovation and achievement awards encourages employees to learn and helps with the dissemination of information.
Need to know vs, Nice to know.......2000-07-06
Having recently moved into the KM area I thought this book would be a 'must read'....but as anither reviewer pointed out if you have been keeping in touch with KM from the beginning (or whatever , from '96) would not find anything earth-shattering (that's the tacit selling job of the HBR logo, right?) in the compilation.
We all have heard about Drucker's "knowledge workers" and Nonaka's "Creation of Knowledge" and Argyris and his "teaching smart people" and Dorothy Leonard's "whole organisation brain" theory ad nauseum ad infinitum!
Guess HBR should have added more value (or retros or something ) instead of just taking photcopies of their old articles and printing them together!
Average customer rating:
- Helps Readers Make Sense of the New Economy
- Heavy on Managing, Light on New Economy
|
Managing in the New Economy (Harvard Business Review Book Series.)
Manufacturer: Harvard Business School Press
ProductGroup: Book
Binding: Hardcover
 General
| Popular Economics
| Business & Investing
| Subjects
| Books
General
| Business & Investing
| Subjects
| Books
International
| Harvard Business School Press
| By Publisher
| Business & Investing
| Subjects
| Books
Management
| Harvard Business School Press
| By Publisher
| Business & Investing
| Subjects
| Books
Strategy Planning
| Harvard Business School Press
| By Publisher
| Business & Investing
| Subjects
| Books
General
| International
| Business & Investing
| Subjects
| Books
Management
| Management & Leadership
| Business & Investing
| Subjects
| Books
Systems & Planning
| Management & Leadership
| Business & Investing
| Subjects
| Books
Entrepreneurship
| Small Business & Entrepreneurship
| Business & Investing
| Subjects
| Books
Look Inside Business Books
| Trip
| Specialty Stores
| Books
Accessories:
-
Casio PV-400PLUS Cassiopeia Pocket Viewer Handheld Organizer
ASIN: 1578511860 |
Book Description
As the Harvard Business Review's strategy editor, Joan Magretta has helped readers to see beyond the hype that surrounds the much-discussed but frequently misunderstood "new economy." Her work with the world's most influential business thinkers and executives has shaped our understanding of the practical issues of leadership, organization, and strategy that every manager must confront in this emerging era. Now, Magretta selects some of the most perceptive articles and interviews from the Review in a collection that will help readers make sense of the new managerial agenda.
With its balanced coverage,
Managing in the New Economy helps us sort out what is truly new about the new economy and what endures from the old. The articles are organized around important managerial issues, revealing how the dynamics shaping the new economy are changing both managers' priorities and the tools they use to make decisions. Part I addresses the principal issues of strategy, analysis, and competition. In Part II, Magretta turns our attention to the new realities of leadership and organization. Part III brings these issues to life as three CEOs describe how their organizations are tackling the challenges of managing in the new economy.
With renowned contributors--from writers such as Michael Porter, C.K. Prahalad, and Peter Drucker to business leaders such as Michael Dell--this invaluable collection explores the new mind-set executives in every industry must embrace in order to keep pace with the trends in technology, networks, knowledge, and globalization that are shaping the new economy. A Harvard Business Review Book.
Customer Reviews:
Helps Readers Make Sense of the New Economy.......2000-01-12
As the Harvard Business Review's strategy editor, Joan Magretta helped readers to see beyond the hype that surrounds the much discussed but frequently misunderstood "new economy". Her work with the world's most influential business thinkers and executives has shaped our understanding of the practical issues of leadership, organization, and strategy that every manager must confront in this emerging era. Now, Magretta selects some of the most perceptive articles and interviews from the Review in a collection that will help readers make sense of the new managerial agenda.
With its balance coverage, Managing in the New Economy helps us sort out what is truly new about the new economy and what endures from the old. The articles are organized around important managerial issues, revealing how the dynamics shaping the new economy are changing both manager's priorities and the tools they use to make decisions. Part 1 addresses the principal issues of strategy, analysis and competition. In Part II, Magretta turns our attention to the new realities of leadership and organization. Part III brings these issues to life as three CEO's describe how their organizations are tackling the challenges of managing in the new economy.
With renowned contributors-from writers such as Michael Porter, C.K Prahalad, and Peter Drucker to business leaders such as Michael Dell-this invaluable collection explores the new mind-set executives in every industry must embrace in order to keep pace with the trends in technology, networks, knowledge, and globalization that are shaping the new economy.
Joan Magretta is a writer and consultant based in Cambridge, Massachusetts. She was the Harvard Business Review's strategy editor from 1995-1999, and the winner of the 1998 McKinsey award for the best HBR article of the year. Prior to joining HBR, she was a partner at the management consulting firm of Bain & Co.
Reviewed by Azlan Adnan. Formerly Business Development Manager with KPMG, Azlan is currently Managing Partner of Azlan & Koh Knowledge and Professional Management Group, an education and management consulting practice based in Kota Kinabalu, Malaysian Borneo. He holds a Master's degree in International Business and Management from the Westminster Business School in London.
Heavy on Managing, Light on New Economy.......1999-12-29
While the title, Managing in the New Economy, portends an insight into New Economy thinking, the book does not deliver. It is basically divided into 3 parts: Competition and Strategy, Leadership and Organization, and Ideas at Work. There are several excellent articles that will help any business person in their day-to-day dealings with the New Economy: (1) Strategy and the New Economics of Information, (2) The Dawn of the E-Lance Economy, (3) The Power of Virtual Integration and (4) Fast, Global and Entrepreneurial: Supply Chain Management, Hong Kong Style. These articles deal with the issues facing the business world today, focusing on the exhilarating opportunities that have been swept onto the landscape by the New Economy. While the other articles are enlightening (at times), most of them seem out of place (i.e. Global Sustainability? ) in this book. The Peter Drucker article, however, while not linked directly to the New Economy, provides an extremely good assessment of executive leadership for tomorrow. It is an easy read, but disappointing considering the editorial review.
Book Description
Managers often find it difficult to keep up with the multitude of factors that impact learning and knowledge management in business. This helpful volume analyzes these factors, details better practices for organizational learning and offers strategies on how to control and manage company's knowledge to its fullest potential.
The Harvard Business Review Paperback Series
The series is designed to bring today's managers and professionals the fundamental information they need to stay competitive in a fast-moving world. From the preeminent thinkers whose work has defined an entire field to the rising stars who will redefine the way we think about business, here are the leading minds and landmark ideas that have established the Harvard Business Review as required reading for ambitious businesspeople in organizations around the globe.
Customer Reviews:
Great Practitioner Guide!.......2005-05-27
This is another great book in the extraordinary Harvard Business Review (HBR) paperback series. It is one of the books I highly recommend.
This book begins with an outstanding article on communities of practice by Wenger & Snyder. If you can't read Wenger & Snyder's entire book, be sure to read this article/chapter.
There is a chapter by Pfeffer & Sutton on the knowing-doing gap that's very helpful. John Seely Brown and Paul Duguid offer a fascinating chapter on knowledge transfer through casual discussion.
Perhaps the most useful chapter in the book is Hansen, Nohria, & Tierney's article on managing knowledge. In this chapter, they discuss the critical distinction between codification and personalization knowledge management systems. This chapter alone is worth the cost of the book.
Add to these chapters the work of Argyris, Mintzberg, and others, and you have a resource every practitioner should own.
Michael Beitler
Author of "Strategic Organizational Learning"
"If you think education is expensive, try ignorance.".......2001-12-12
The title of this review is borrowed from Derek Bok who, when president of Harvard, responded to parents who crticized a recent tuition increase. Now the review.
This is one in a series of several dozen volumes which comprise the "Harvard Business Review Paperback Series." Each offers direct, convenient, and inexpensive access to the best thinking on the given subject in articles originally published by the Harvard Business School Review. I strongly recommend all of the volumes in the series. The individual titles are listed at this Web site: www.hbsp.harvard.edu. The authors of various articles are among the world's most highly regarding experts on the given subject. Each volume has been carefully edited. Supplementary commentaries are also provided in most of the volumes, as is an "About the Contributors" section which usually includes suggestions of other sources which some readers may wish to explore.
In this volume, we are provided with eight separate but related articles in which their authors examine these subjects: "The Organizational Frontier" (Wenger and Snyder), "The Smart-Talk Trap" (Pfeffer and Sutton), "Balancing Act: How to Capture Information Without Killing It" (Brown and Duguid), "What Your Strategy for Managing Knowledge?" (Hansen, Nohria, and Tierney), "Good Communicating That Blocks Learning" (Argyris), "Coevolving: At Last a Way to Make Synergies Work" (Eisenhardt and Galunic). "Organigraphs: Drawing How Companies Really Work" (Mintzberg and Van der Heyden), and "Stop Fighting Fires" (Bohn). Here are a few brief excerpts:
"As communities of practice generate knowledge, they renew themselves. They give both the golden eggs and the goose that lays them." (Wenger and Snyder)
"People will try to sound smart not only by being critical but also by using trendy, pretentious language." (Pfeffer and Sutton)
"[Organizational defensive routines] consist of all the policies, practices, and actions that prevent human beings from having to experience embarrassment or threat and, at the same time, prevent them from examining the nature and causes of that embarrassment or threat." (Argyris)
"The most effective decision makers are those at the business-unit level, where strategic perspective meets operating savvy." (Eisenhardt and Galunic)
No brief commentary such as this can do full justice to the rigor and substance of the articles provided. It remains for each reader to examine the list to identify those subjects which are of greatest interest to her or him. My own opinion is that all of the articles are first-rate. For me, one of this volume's greatest benefits is derived from various charts and diagrams included such as "How Consulting Firms Manage Their Knowledge" (on page 68). Here Hansen, Nohria, and Tierney juxtapose Codification with Personalization in areas such as competitive strategy, economic model, knowledge management strategy, information technology, and human resources. Another valuable chart is found on page 168. Bohn lists a series of "Rules of Thumb" (rational rules which create irrational results) and suggests why each such "Rule" should be carefully re-considered. Great stuff.
Even those who already subscribe to the Harvard Business Review will greatly appreciate this series because each volume gathers together separate but related articles (previously published in the HBR) on the same general subject. The cost of each volume in the series is relatively modest; the value provided is substantial. Those who share my high regard for this one are urged to read various books written by Peter Senge as well as Working Knowledge (Thomas H. Davenport and Laurence Prusak), Dialogue and the Art of Thinking Together: A Pioneering Approach to Communicating in Business and in Life (William Isaacs), If Only We Knew What We Know: The Transfer of Internal Knowledge and Best Practice (Carla S. O'Dell et al), and finally, The Magic of Dialogue: Transforming Conflict into Cooperation (Daniel Yankelovich).
Average customer rating:
|
Access to power: research in international policymaking.(do ideas matter? ACADEMY AND POLICY): An article from: Harvard International Review
John Willinsky
Manufacturer: Thomson Gale
ProductGroup: Book
Binding: Digital
General
| Business & Investing
| Subjects
| Books
Management
| Management & Leadership
| Business & Investing
| Subjects
| Books
General
| Politics
| Nonfiction
| Subjects
| Books
Political Science
| Nonfiction
| Subjects
| e-Docs
| Formats
| Books
General
| Business & Investing
| Subjects
| e-Docs
| Formats
| Books
Management
| Business & Investing
| Subjects
| e-Docs
| Formats
| Books
General
| Business & Investing
| HTML
| Formats
| e-Docs
| Formats
| Books
Management
| Business & Investing
| HTML
| Formats
| e-Docs
| Formats
| Books
General
| Nonfiction
| HTML
| Formats
| e-Docs
| Formats
| Books
Political Science
| Nonfiction
| HTML
| Formats
| e-Docs
| Formats
| Books
ASIN: B000HXDCAU
Release Date: 2006-08-18 |
Book Description
This digital document is an article from Harvard International Review, published by Thomson Gale on June 22, 2006. The length of the article is 2527 words. The page length shown above is based on a typical 300-word page. The article is delivered in HTML format and is available in your Amazon.com Digital Locker immediately after purchase. You can view it with any web browser.
Citation Details
Title: Access to power: research in international policymaking.(do ideas matter? ACADEMY AND POLICY)
Author: John Willinsky
Publication:
Harvard International Review (Magazine/Journal)
Date: June 22, 2006
Publisher: Thomson Gale
Volume: 28
Issue: 2
Page: 54(4)
Distributed by Thomson Gale
Download Description
A new organizational form is emerging in companies that run on knowledge: the community of practice. And for this expanding universe of companies, communities of practice promise to radically galvanize knowledge sharing, learning, and change. A community of practice is a group of people informally bound together by shared expertise and passion for a joint enterprise. People in companies form them for a variety of reasons--to maintain connections with peers when the company reorganizes; to respond to external changes such as the rise of e-commerce; or to meet new challenges when the company changes strategy. Regardless of the circumstances that give rise to communities of practice, their members inevitably share knowledge in free-flowing, creative ways that foster new approaches to problems. Over the past five years, the authors have seen communities of practice improve performance at companies as diverse as an international bank, a major car manufacturer, and a U.S. government agency. Communities of practice can drive strategy, generate new lines of business, solve problems, promote the spread of best practices, develop people's skills, and help companies recruit and retain talent. The paradox of such communities is that although they are self-organizing and thus resistant to supervision and interference, they do require specific managerial efforts to develop them and integrate them into an organization. Only then can they be fully leveraged. The authors explain the steps managers need to take in order to get communities going--and to sustain them so they can become a central part of their companies' success.
Average customer rating:
|
Le Knowledge Management
Harvard Business Review
Manufacturer: Editions d'Organisation
ProductGroup: Book
Binding: Paperback
French
| Foreign Language Books
| Specialty Stores
| Books
| All French Books
| Arts & Photography
| Audiocassettes
| Children's Books
| Entertainment
| Health, Mind & Body
| History
| Middle French
| Nonfiction
| Old French
| Professional & Technical
| Reference
| Religion & Spirituality
| Travel
ASIN: 2708117351 |
Books:
- 365 Things to Do With Your Kids Before They're Too Old to Enjoy Them
- A Companion to Chrétien de Troyes (Arthurian Studies) (Arthurian Studies)
- A Dozen Roses: Beautiful Quilts and Pillows (That Patchwork Place)
- A Killer Chess Opening Repertoire (Cadogan Chess Books)
- Age of Charles Martel, The
- Amazing "Aha!" Puzzles
- An American Requiem: God, My Father, and the War That Came Between Us
- Attacking with 1d4 (Everyman Chess)
- Babylon 5: A Call to Arms (Boxed)(Babylon 5 (Mongoose Publishing))
- Bible Cryptograms
Books Index
Books Home
Recommended Books
- Population: 485: Meeting Your Neighbors One Siren at a Time
- In Pursuit of Justice
- A Visual Dictionary of Architecture
- Bob Kleberg and the King Ranch: A Worldwide Sea of Grass
- Essential Cosmic Perspective, The
- Getting Divorced Without Ruining Your Life: A Reasoned, Practical Guide to the Legal, Emotional and
- G Is for Gumshoe
- Government Failure: A Primer in Public Choice
- Creating a New Old House: Yesterday's Character for Today's Home
- Noninvasive Probes of Tissue Metabolism
101 Attacking Ideas in Chess
Mastering the Chess Openings: Unlocking the Mysteries of the Modern Chess Openings, Volume 2
50 Essential Chess Lessons
Understanding Chess Tactics
Secrets of Chess Endgame Strategy (Chess College S.)
