Working Knowledge: How Organizations Manage What They Know (Hardcover)

by Thomas H. Davenport (Author), Laurence Prusak (Author) "KNOWLEDGE is neither data nor information, though it is related to both, and the differences between these terms are often a matter of degree..." (more)
Key Phrases: knowledge project manager, knowledge management projects, effective knowledge transfer, Lotus Notes, Virtual Teamwork, Yellow Pages (more...)

Editorial Reviews

Amazon.com Review
When new-car developers at Ford Motor Company wanted to learn why the original Taurus design team was so successful, no one could tell them. No one remembered or had recorded what made that effort so special; the knowledge gained in the Taurus project was lost forever. Indeed, the most valuable asset in any company is probably also its most elusive and difficult to manage: knowledge. Authors Thomas H. Davenport and Laurence Prusak assert that learning how to identify, manage, and foster knowledge is vital for companies who hope to compete in today's fast-moving global economy.

Working Knowledge examines how knowledge can be nurtured in organizations. Building trust throughout a company is the key to creating a knowledge-oriented corporate culture, a positive environment in which employees are encouraged to make decisions that are efficient, productive, and innovative. The book includes numerous examples of successful knowledge projects at companies such as British Petroleum, 3M, Mobil Oil, and Hewlett-Packard. Concise and clearly written, Working Knowledge is an excellent resource for managers who want to better harness the experience and wisdom within their organizations.

From Library Journal
Having consulted more than 30 companies involved in KM initiatives, the authors pack their book with information on successful projects and cover issues ranging from corporate culture and employee behavior, to the role of information technology in KM and how to measure a project's success. A practical and thorough approach makes this one of the best books for readers new to the topic.
Copyright 1999 Reed Business Information, Inc.

See all Editorial Reviews

Product Details

• Hardcover: 224 pages
• Publisher: Harvard Business School Press; 1 edition (December 1997)
• Language: English
• ISBN-10: 0875846556
• ISBN-13: 978-0875846552
• Product Dimensions: 9.3 x 6.3 x 0.9 inches
• Shipping Weight: 1.1 pounds (View shipping rates and policies)
• Average Customer Review: 4.7 out of 5 stars See all reviews (30 customer reviews)
• Amazon.com Sales Rank: #642,510 in Books (See Bestsellers in Books)

Customer Reviews

Most Helpful Customer Reviews

19 of 20 people found the following review helpful:

4.0 out of 5 stars A solid overview, April 3, 2000

By	Karen, Pepperdine EdD student "kmagner" (Culver City, CA United States) - See all my reviews

While this book summarized the concept of working knowledge with thoughtfulness and communicated these concepts clearly, it is not a comprehensive step-by-step instruction guide for knowledge management. Also, the book examples from organizations seemed more like a portfolio of successes or resume of experiences by the authors rather than serving as a means to more clearly covey working knowledge in action. While the examples did allow the reader to delve into more areas of working knowledge and better understand it in action, the parallel of how one would implement such strategy in one's own workplace was not nearly explored. All that being said, I thoroughly enjoyed the book and feels it serves a good, basic introduction into working knowledge. It covers what knowledge is, who has it, who uses and needs it, what skills are necessary to form and manage it, cultural and other issues related to knowledge management, ways to incorporate it (with or without technology) into the workplace, and what measurements can be used. The measurements area was a little weak. But, again, the absence of true measurement analysis and instruction remind the reader that this is a book intended for a solid look and understanding of knowledge management--not a comprehensive guide for implements and assessing it within an organization. This book provides the information that might persuade someone to value and seek knowledge management. Additional reads and study would be required in order to master it.

22 of 24 people found the following review helpful:

5.0 out of 5 stars First Great Book of Best Practices for Knowledge Management, May 11, 2000

By	Professor Donald Mitchell "Jesus Makes Me a P... (Boston) - See all my reviews (TOP 10 REVIEWER)

Although knowledge management is an irresistible concept, your progress in this area is anything but assurred. Knowledge management is a hot topic, but it is usually pushed by people who want to sell you something. As a result, you can end up with a lot of technology that will not help you to manage your knowledge. As insurance against getting started in the wrong direction, I suggest you read Working Knowledge as a first step.

Davenport and Prusak have examined 39 organizations that are well above average users of their knowledge. The case histories will give you a practical sense of what works that would take you years of false steps to duplicate in your organization.

Then, even more helpfully, the authors outline the key lessons of these top performers for you to follow. I especially recommend chapter 9 on The Pragmatics of Knowledge Management.

Any new initiative will run into problems and fall back. A great book to read next is The Dance of Change, which focuses squarely on that issue.

Any book has to narrow its focus to be successful. That focus creates a vulnerability. In this book, the vulnerability is not looking far enough ahead for more effective ways to do knowledge management that no one is yet doing. For example, the potential to share knowledge among top best practice organizations is enormous. More attention is needed here.

But do buy, read, and apply the lessons of this book. It's a great place to start!

26 of 30 people found the following review helpful:

5.0 out of 5 stars Great Introduction to KM, January 24, 2000

By A Customer

I found Davenport's work to be of enormous value as I begin my work in the KM area. This is the first book you should read on KM -- it is concise and provides a very good foundation. I would then highly recommend moving on to Amrit Tiwana's Knowledge Management Toolkit. It's hands-on approach was an excellent follow-up to Davenport, as it lays out specific scenarios, guidelines, and tools for implementing KM in your organization.