everyday Knowledge: How Companies T...

everyday Knowledge: How Companies Thrive on Sharing What They Know

Nancy M Dixon, ed 2000, 188 pp $29.95 hardcover

Editor Nancy M Dixon completely uses her experience in the field of organizational learning in this eminent exploration of five proven orders for successfully transferring knowledge. The true copy is based on an in-depth subject of attention of several organizations (ie, Bechtel, Ford, Chevron, British stone oil Texas Instruments) that are leading the field in effective transfer methods Ernst and Young is included as a prime example of an organization that understands in what way to create, improve, and disseminate state-of-the-art knowledge for the benefit of clients and the bottom line. The first year of Dixon's two-year subject of attention was conducted in cooperation with Ernst and Young's Center for Business Innovation.

Readers may find it helpful to read chapter eight first. In chapter eight, the five identified stamps of knowledge transfer are summarized and captured in a comprehensive chart. The five prototypes of knowledge transfer include

* serial,

* near,

* far,

* strategic, and

* expert

The first seven chapters may be read for a brains of the whole picture, rather like peeling away layers of an onion.

There are sum of two units fundamental messages in the work as identified by Dixon. First, there are many different ways to transfer knowledge. secondary knowledge is transferred most effectively when the transfer proces fits the knowledge being transferred. There is another important point, individual that may be easier to understand from a pragmatic perspective. Until lately most organizations entrusted their critical knowledge to make subordinate matter experts in the areas of competitive importance to the organization. The significant shift in thinking is that knowledge should not be held exclusively by the agency of a select group of clevers but instead should be distributed in consequence of the whole organization. This approach does not diminish the value of enthrall matter experts but allows for a broader distribution and discussion of critical information.

This main division requires readers to have a genuine interest in this important on the contrary somewhat dry subject. The reader who has a clear understanding of his or her organization's near and future objectives regarding internal knowledge transfer will gain more than will the casual browser common cannot read this text without gaining a clear insight into the dramatic impact that effective knowledge transfer has onward an organization's success.

This main division is available from Harvard Business sect Press, 60 Harvard Way, Boston, MA 02163

MARY JANE EDWARDS

RN CNOR, FACHE

NATIONAL DIRECTOR,

PERIOPERATIVE SERVICES

CAP GEMINI ERNST & YOUNG

WASHINGTON, DC

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