Part I: The High Cost of Losing Intellectual Capital
1: The Landscape of Lost Knowledge
2: Diagnosing Strategic Impacts of Lost Knowledge
3: A Strategic Framework for Action
Part II: Evaluating Knowledge Retention Practices
4: Developing an HR Infrastructure for Knowledge Retention
5: Improving the Transfer of Explicit Knowledge
6: Transferring Implicit and Tacit Knowledge
7: Applying IT to Capture, Store, and Share Intellectual
Capital
8: After the Knowledge is Gone
Part III: Implementing Retention Strategies
9: Stemming the Flow of Lost Knowledge: Stories of Early
Adopters
10: Launching Retention Initiatives: Principles for Action
11: Overcoming Organizational Barriers to Knowledge Retention
12: Creating the Future: Thinking Strategically About Knowledge
Retention
Notes
Index
David W. DeLong is a research fellow at the Massachusetts Institute of Technology's AgeLab and an adjunct professor at Babson College where he teaches a course on "Leading Change." He has consulted and lectured in many countries and is a widely published writer whose work has appeared in leading journals and magazines.
... the book is thought provoking and acknowledges the readers expectation of fact-based strategies to create solutions... Lost Knowledge is readable and is written in a reflective style with a scholarly tone. People Management d
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