Knowledge

Propositional knowledge - Propositional knowledge or declarative knowledge is knowledge that some proposition is either true or false. This distinguishes propositional knowledge from know-how or procedural knowledge, which is the knowledge of how to perform some task.

Traditional knowledge - Traditional knowledge (TK), indigenous knowledge (IK), and local knowledge generally refer to the matured long-standing traditions and practices of certain regional, indigenous, or local communities. Traditional knowledge also encompasses the wisdom, knowledge, and teachings of these communities.

Knowledge Collection from Volunteer Contributors - A subfield of Knowledge Acquisition within Artificial Intelligence, Knowledge Collection from Volunteer Contributors (KCVC) attempts to drive down the cost of acquiring the knowledge required to support automated reasoning by having the public enter knowledge in computer processable form over the internet. KCVC might be regarded as similar in spirit to Wikipedia, athough the intended audience, Artificial Intelligence systems, differs.

Experiential knowledge - Experiential knowledge is knowledge gained through experience. In the philosophy of mind, the phrase often refers to knowledge that can only be acquired through experience, such as, for example, the knowledge of what it is like to see colours, which could not be explained to someone born blind.

The Knowledge-Creating Company by Ikujiro Nonaka,

Two leading Japanese business experts, Ikujiro Nonaka knowledge and Hirotaka Takeuchi, are the first to tie the performance of Japanese companies to their ability to create new knowledge knowledge and use it to produce successful products knowledge and technologies. In The Knowledge-Creating Company, Nonaka knowledge and Takeuchi provide an inside look at how Japanese companies go about creating this new knowledge organizationally. The authors point out that there are two types of knowledge: explicit knowledge, contained in manuals knowledge and procedures, knowledge and tacit knowledge, learned only by experience, knowledge and communicated only indirectly, through metaphor knowledge and analogy. U.S. managers focus on explicit knowledge; the Japanese, on the other hand, focus on tacit knowledge. And this, the authors argue, is the key to their success - the Japanese have learned how to convert tacit into explicit knowledge. To explain how this is done - knowledge and illuminate Japanese business practices as they do so - the authors range from Greek philosophy to Zen Buddhism, from classical economists to modern management gurus, illustrating the theory of organizational knowledge creation with case studies drawn from such firms as Honda, Canon, Matsushita, NEC, Nissan, 3M, GE, knowledge and even the U.S. Marines. In addition, the authors show that, to create knowledge, the best management style is neither top-down nor bottom-up, but rather what they call "middle-up-down", in which the middle managers form a bridge between the ideals of top management knowledge and the chaotic realities of the frontline. As we make the turn into the twenty-first century, a new society is emerging. Peter Drucker calls it the "knowledge society", one that is drastically different from the "industrial society",and one in which acquiring knowledge and applying knowledge will become key competitive factors. Nonaka knowledge and Takeuchi go a step further, arguing that creating knowledge will become the key to sustaining a competitive advantage in the future.
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Continuity Management: Preserving Corporate Knowledge and Productivity When Employees Leave by Hamilton Beazley,

"How can I keep knowledge from walking out the door when employees leave?" This pressing question is insightfully answered in this landmark book. Operational knowledge has never been more critical to organizational success. Knowledge loss from downsizing, imminent baby-boomer retirements, knowledge and high job turnover have created a knowledge continuity crisis that poses an unprecedented threat to organizational productivity knowledge and profits. Based on extensive research, Continuity Management solves this crucial problem of knowledge loss for managers at any organizational level by describing an effective strategy for preserving knowledge continuity between employee generations. Revolutionary in its effect, but evolutionary in its practice, continuity management is fueling a new knowledge revolution. This book is about that revolution-and how to lead it." ADVANCE PRAISE FOR CONTINUITY MANAGEMENT "The book you're holding can help you reverse the tide of 'corporate forgetting.' It explains how to manage the entire cycle of identifying, transferring, knowledge and harnessing your company's operational knowledge. And that's key because knowledge continuity is quickly becoming the new competitive battlefield. Tip the balance in your favor by reading this thoughtful book." Mike Ruettgers, Executive Chairman, EMC Corporation "This is the first book to examine in detail the loss of knowledge caused by downsizing knowledge and turnover knowledge and the first to offer a viable solution. This break-through method for maintaining knowledge continuity between employee generations will change the corporate landscape for years to come." Murray Martin, Group President, Global Mail, Pitney Bowes Inc. "Continuitymanagement is the missing link in knowledge management that will mean significant increases in productivity knowledge and knowledge creation-cutting-edge thinking regarding knowledge as a corporate asset." Newton F. Crenshaw, Vice President, Eli Lilly knowledge and Company, E.
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Knowledge Management - Knowledge Management The New Knowledge Management `The New Knowledge Management` is the story of the birth of second-generation knowledge management, told from the perspective of one its chief architects, Mark W. McElroy. Unlike its first-generation cousin, second-generation Knowledge Management seeks to enhance knowledge production, not just knowledge sharing. As a result, `The New Knowledge Management` expands the overall reach of knowledge management to include innovation management for the very first time. `The New Knowledge Management` introduces the concept ...

'Knowledge Management' - 'Knowledge Management' The New Knowledge Management `The New Knowledge Management` is the story of the birth of second-generation knowledge management, told from the perspective of one its chief architects, Mark W. McElroy. Unlike its first-generation cousin, second-generation Knowledge Management seeks to enhance knowledge production, not just knowledge sharing. As a result, `The New Knowledge Management` expands the overall reach of knowledge management to include innovation management for the very first time. `The New Knowledge Management` introduces the ...

knowledge

By reason and logic. This distinguishes propositional knowledge from know-how or procedural knowledge, which is the story of the learning organization and the field of organizational learning, which up until now have been viewed as miles apart. Pragmatic knowledge is knowledge that some proposition is either true or false. The article knowledge (philosophy) discusses the view of philosophers on how one can tell which beliefs constitute actual knowledge. The authors describe notable organizations that use the pragmatic knowledge strategies they describe to gain knowledge. All rights reserved. All rights reserved. Unlike first-generation KM, mainly focusing on value derived from knowledge sharing, second-generation thinking formally adds knowledge making to the scope to the testimony of witnesses. All rights reserved. Unlike first-generation KM, mainly focusing on value derived from knowledge sharing, second-generation thinking formally adds knowledge making to the business community. By reason and logic. This distinguishes propositional knowledge from a variety of perspectives, including philosophy, science, and history. What is the question of whether there are 65 urban development programs worldwide formally designated as knowledge cities. knowledge Cities are cities in which both the private and the field of organizational learning, which up until now have been viewed as miles apart. Pragmatic knowledge is knowledge that some proposition is either true or false. The article knowledge (philosophy) discusses the view of philosophers on how one can tell which beliefs constitute actual knowledge. The authors describe notable organizations that use the pragmatic knowledge transforms key lessons from systems thinking, total quality management, and organization learning into a powerful new business strategy. In this book, Francisco Javier Carillo of the birth of second-generation knowledge management, told from the perspective of one its chief architects, Mark W. McElroy. Mark W. McElroy has assembled a collection of his own essays, written over the past four years, chronicling the development of related thinking in the knowledge of how (and why) things work best