Performance Through Learning is a practical guide to the key issues surrounding knowledge management from a human resource perspective and provides incisive insights into developing a strategy linked to organizational learning. The authors present a framework and model that practitioners within organizations can adapt to increase performance through learning using knowledge management tools. The book is divided into two parts and includes:
*An overview of theory
*Case studies and practitioner stories from a range of KM initiatives
*Tools and techniques for implementing an effective KM strategy.

Written by a respected international author team, the book provides an understanding of the theory that supports knowledge management in the current business environment. Drawing upon real-life examples across a variety of organizational settings, from large global financial and professional services firms, to multinational oil and mining companies, to a small charity in the voluntary sector

*Authors from US, Canada, South Africa, and UK give this book an international perspective
*Only book to focus on measurement using balanced scorecard and other HR measurement tools
*Provides empirical case studies of how leading organizations in 4 countries have achieved benefits from KM


TABLE OF CONTENTS

Part. I Setting the context for knowledge management as a method for organizational learning
1 The knowledge management mandate : performance through learning
2 A framework for performance through learning to produce results
3 Going deeper : elements of knowledge for action to produce results
4 Creating a culture for learning
5 Structures that support learning
6 The bottom line - measuring knowledge management initiatives : return on investment

Part. II Voices of experience : applying knowledge management tools
7 British Petroleum’s knowledge management journey : a decade of change
8 Knowledge management in the aid and development sector : a case study in implementation at Tearfund
9 Knowledge management in business performance at BP Well Engineering
10 Implementing knowledge management within De Beers : the early years
11 Knowledge fuel for fighting fires : knowledge capture at Ukuvuka, a four-year government, business, and community partnership
12 Where did we start? : building our own knowledge park at Old Mutual
13 Generating capabilities in communities of practice : the Clarica story
14 Building membership firm through practice communities at Arthur Andersen
15 Piloting knowledge management : lessons learned from the small-scale approach to design and implementation at ETS
16 Knowledge management at Shell : innovation and integration
17 Assessing readiness to successfully implement a knowledge management strategy : back to basics at Debswana

App. A Readiness survey for a KM initiative
App. B Conversational practices
App. C Knowledge management processes