Much has been written about how organizations create and exchange knowledge to achieve a competitive advantage. To date, most researchers have concentrated on the present and how organizational leaders may use knowledge to create value today. However, there exists a need in literature for research focused on what leaders should be doing now to ensure the continued knowledge of the next generation of organizational leaders. ""Building Organizational Memories: Will You Know What You Knew?"" provides relevant theoretical frameworks, latest empirical research findings, and practitioners' best practices in the area of organizational memory. Written for professionals, researchers, and academicians, this book contains a wide range of topics related to preserving organizational knowledge for the next generation.

For the past two decades, executives have struggled to develop effective ways of sharing what their organizations know. Organizational leaders are now seeking ways to share knowledge with both internal and external stakeholders driven by concerns such as downsizing, the impending retirement of baby boomers, terrorism, and a host of other organizational challenges. Social Knowledge: Using Social Media to Know What You Know aims to provide relevant theoretical frameworks, latest empirical research findings, and practitioners best practices in the area. The book is multidisciplinary in nature and considers a wide range of topics, each of which is related to social knowledge. It is written for professionals who want to improve their understanding of the strategic role of social knowledge in business, government, or non-profit sectors.

This book is your guide to knowledge management for the future leaders of your organization. In other words, it ensures that they will know what you know and be able to apply your experiences to similar encounters in their time. It is replete with examples of successful knowledge management (with an eye toward the future) in current times and provides simple, time-tested steps. Unlike other knowledge management books, this one is not about the present, but rather is a guide to creating value in the future. It deals with information overload and "enterprise dementia" and discusses the steps in discerning what things you want to know as opposed to suggesting tactics for managing everything (the Holy Grail). It uses examples from the most successful knowledge managers from around the world and is a simple, concise guide for this complex problem all organizations face.

As a business leader, you may be looking to the future, especially in troubling economic times, and wondering how to remain competitive in an era of scarce resources. Are your capital projects constrained and the idea of growing the workforce a distant dream? And like other savvy leaders, you are recognizing the potential of virtual business and more specifically, you may even be implementing a virtual business strategy to build a sustainable competitive advantage. If so, then you'll need this book.This book examines four virtual business strategies that are showing unprecedented opportunity. The "any place, any time" strategy focuses on providing high quality service 24/7 by ignoring traditional geographic challenges. The "people know best" strategy harnesses the power of everyday people to create value. The "everyone has a stake" strategy considers the stakeholder view of the organization and guides leaders in tapping this vast store of wisdom. Finally, the "real in the virtual world" strategy offers incredible opportunity for real businesses to sell their wares in the virtual world.