Index
Alexeis Garcia-Perez
(Coventry University, UK)
Juan Gabriel Cegarra-Navarro
(Technical University of Cartagena, Spain)
Denise Bedford
(Georgetown University, USA)
Margo Thomas
(Women's Economic Imperative, USA)
Susan Wakabayashi
(Independent Scholar, USA)
Critical Capabilities and Competencies for Knowledge Organizations
ISBN: 978-1-78973-770-7, eISBN: 978-1-78973-767-7
Publication date: 1 November 2019
This content is currently only available as a PDF
Citation
Garcia-Perez, A., Cegarra-Navarro, J.G., Bedford, D., Thomas, M. and Wakabayashi, S. (2019), "Index", Critical Capabilities and Competencies for Knowledge Organizations (Working Methods for Knowledge Management), Emerald Publishing Limited, Leeds, pp. 235-243. https://doi.org/10.1108/978-1-78973-767-720191002
Publisher
:Emerald Publishing Limited
Copyright © 2020 Emerald Publishing Limited
INDEX
Index
Accountability
, 219
Accountable culture
, 23–24
Accountants
, 6, 34
Advanced proficiency level individual
, 145
Agrarian economy
, 4
American Bar Association
, 41
American Library Association
, 41
American Medical Association
, 41
Attitudes and behaviors
, 36
as capital
, 43–44
examples
, 37
graphic representation
, 43
models
, 165–167
Behavior(al)
competences
, 124, 130, 143
competencies
, 43, 72
qualifications
, 9
variation of
, 38
Business
business-aligned knowledge management roles and responsibilities
, 106–107
fully integrated knowledge capabilities into
, 109
functions
, 204
managers
, 6, 34, 63, 207–208
strategies
, 204–206
Capacity
, 14, 20
Capital
attitudes and behaviors as
, 43–44
explicit knowledge and information as
, 47–49
networks and relationships as
, 57–60
organizational culture as
, 52–55
procedural knowledge as
, 49–52
reputational knowledge as
, 60–62
tacit knowledge as
, 39–41
Carpentry certification and licensure programs
, 41
Centralized placement
, 108
Change, knowledge capacity for
, 20–24
Changing landscape
knowledge capital in
, 6–8
of work
, 3–16
Chief Knowledge Officers
, 97
Collaboration and communities
, 72–73, 81–82
Collective aspiration
, 24
Collective culture
, 53, 55
Collective knowledge
, 45
Communication
, 41
culture and
, 73–74, 82–83
systems thinking and
, 23–24
Communications Officer
, 106
Community
collaboration and
, 72–73, 81–82
facilitator
, 105
Compensation models and rewards
, 15
Competence
, 116, 137–139
behaviors
, 124, 130, 143
Iceberg model of observable and hidden
, 121–122
knowledge capital as
, 123–133
models
, 116–117, 138–139
people and work
, 117–123
Competency
, 116, 137–139
behavioural
, 43, 72
models
, 14
Consistency
, 219
Cultural capital
, 53
Cultural knowledge capital
, 54
Cultural Officer
, 105
Culture and communications
, 73–74, 82–83
Dead knowledge
, 47
Digital Asset Manager
, 106
Duty of organizational citizenship
, 28
Early level of proficiency
, 140–141
Economists
, 6–7
Education
, 10
formal
, 149–150
Effective communication proficiency model
, 146–147
Effective organizations
, 24
Effectiveness, knowledge capacity for
, 24–25
Entry-level knowledge management job postings
analysis and characterization of
, 102
qualifications and competences of
, 128–130
Espoused cultures
, 74
Executive level of proficiency
, 140–142
Expert-level individual
, 145
Explicit information models
, 173–175
Explicit knowledge and information
as capital
, 47–49
graphic representation
, 48
Fitness of strategy for organization
, 204–205
Formal credentials
, 119
Formal education
, 149–150
Formal learning sphere
, 148–150
Formal schooling
, 149
Formal training sources
, 42
Formalization
, 74
Fully decentralized knowledge capabilities
, 109–110
Fully integrated knowledge capabilities into business
, 109
Fundamental awareness level
, 145
Growth
levels and stages
, 144–147
sources of
, 148–153
Hard competencies
, 72–73
High fliers
, 118
Human capital (see also Relational capital; Structural capital)
, 35
attitudes and behaviors as capital
, 43–44
competence and proficiency
, 160–167
definitions and examples
, 36–44
individual as focus of
, 38
investments and growth
, 7
management
, 71–72
skills and competencies as behaviors
, 41–43
tacit knowledge as capital
, 39–41
theory
, 7
Human or hybrid networks
, 56
Human resource
function
, 204
managers
, 15, 138, 208–209
professionals
, 6
Human resource management
, 8
function
, 219–220
professionals envisioning future
, 216–217
strategy
, 206
traditional
, 216
transitioning from managing jobs to managing capacity and capabilities
, 217–218
trust, transparency, consistency, and accountability
, 219
Iceberg model
, 130
of observable and hidden competence
, 121–122
Individuals
, 34, 44, 76, 145
Industrial economy
, 4, 12
Informal learning
, 151
Informal self-directed learning sphere
, 148, 151–152
Information management
, 48–49
Innovative culture
, 22–23
Intellectual capital
, 35, 37
Intermediate level individual
, 145
Investment roles
, 148
Involved middle management
, 23
Job
classes
, 9, 14
creators
, 10–11
descriptions
, 14
job-related knowledge
, 123–124
postings
, 97
seekers
, 7
KM technologies
, 75–76
Knowledge
, 5
actions
, 28, 203
Analyst
, 97
Architect
, 105
architecture
, 76, 86–87
assessment
, 88
asset management
, 77–78, 87
Asset Manager
, 105
Assistant
, 97
bank
, 26
capital management
, 71–72
competence
, 143–144
cultures
, 73
management roles and responsibilities
, 96–107
managers
, 63, 97, 209–210
Officer
, 97
operations
, 74–75, 84–85
organizations
, 8, 90
processing
, 74
work
, 9
workers
, 142
Knowledge capabilities
, 67–70, 95
assessing current state
, 78–89
building capacity
, 91
collaboration and communities
, 72–73
culture and communications
, 73–74
determining future state
, 89–90
integrating new roles and responsibilities into administrative structures
, 108–110
KM technologies
, 75–76
leadership and strategy
, 70–71
learning environment
, 78
management capabilities
, 68–69
mapping of common knowledge executive responsibilities
, 99
mapping of responsibilities to
, 101, 103
operationalizing strategy over time
, 110–111
roles and responsibilities
, 95–96
Knowledge capacity (see also Organizational capacity)
, 19, 202
building
, 24–26
building strategies
, 201–203, 206
for change
, 20–24
definitions and characterization
, 19–20
for effectiveness
, 24–25
profile
, 24
Knowledge capital
, 4–5, 20, 26, 33, 167
in changing landscape
, 6–8
characterizations
, 34
implications
, 62–63
and knowledge capacity building
, 34
management
, 71–72, 80–81
types and attributes
, 35–36
Knowledge capital competence
, 123–125
current state
, 125–130
framework for aligning knowledge capital with qualifications
, 124
future state
, 130–133
implications of new knowledge capital competences
, 133–134
template
, 132
Knowledge economy
, 4–6, 12
management roles and responsibilities for
, 15–16
representation of knowledge capacity and capabilities
, 14
Knowledge executive job postings
analysis and characterization of
, 98–100
qualifications and competences of
, 125–126
Knowledge management
career paths
, 97
current state of roles and responsibilities in
, 96–102
functions
, 204
future state of roles and responsibilities in
, 102–107
practitioner roles
, 98
strategy
, 206
Knowledge Management Director
, 97
Knowledge Skills and Abilities model (KSA model)
, 120
Leaders
, 74
Leadership and strategy
, 70–71, 79–80
Learning
, 12
Analyst
, 105
culture
, 78
environment
, 78, 88–89
in/on job sphere
, 148, 150–151
skills
, 41
spheres of
, 148–153
Lifelong learning sphere
, 148, 152–153
Lifewide learning sphere
, 148, 152
Likert Scale
, 147
Lowest level individual
, 145
Mapping
of knowledge capital to traditional qualifications
, 104
of knowledge roles to knowledge capabilities
, 104
Mid-level knowledge management
qualifications and competences of job postings
, 127, 129
roles and responsibilities in current job postings
, 100–102
Mid-level of proficiency
, 140–141
Mixed placement
, 108–109
Motives or attitudes
, 124
National Court Reporters Association
, 41
National Institutes of Health’s Proficiency Scale
, 144–145
Network
capital models
, 189–191
and relationships as capital
, 57–60
Non-technical
attitudes and behaviors
, 21
competencies
, 7–8
Norms
, 28
Novice level individual
, 145
Organizational alignment
, 69
Organizational capacity
, 14
building
, 28
through individual actions
, 26–27
Organizational communication
, 73–74
Organizational culture
, 21, 52
as capital
, 52–55
Organizational culture models
, 179–182
Organizational leaders
, 25–26, 202
Organizations
, 10, 21, 60, 120–121, 204
capacity for change
, 21
viewing and managing people in new landscape
, 13–15
People competence
, 117–123, 133
Person-centered models
, 120
Personnel management
, 52
Private-sector organization
, 10
Problem solving proficiency model
, 147
Procedural knowledge
, 26–27
as capital
, 49–52
graphic representation
, 51
models
, 176–179
Process managers
, 75
Proficiency
, 137–139
expanding proficiency models and methods
, 143–144
growth levels and stages
, 144–147
investment roles
, 148
models
, 138–139
sources of growth
, 148–153
traditional proficiency models and methods
, 139–143
Public-sector organizations
, 10
Real cultures
, 74
Relational capital (see also Human capital; Structural capital)
, 27, 35, 124
competence and proficiency
, 188–194
definitions and examples
, 55–62
graphic representation
, 58
knowledge, relationships and flows
, 57
networks and relationships as capital
, 57–60
reputational knowledge as capital
, 60–62
Reputational capital
, 56
examples
, 62
graphic representation
, 61
models
, 192–194
Reputational knowledge as capital
, 60–62
Responsibilities
for knowledge capabilities
, 95–96
for knowledge capacity
, 27
for knowledge management in current and future state
, 96–107
traditional human resource management
, 216
Robotics
, 13
Roles
for knowledge capabilities
, 95–96
for knowledge management in current and future state
, 96–107
traditional human resource management
, 216
Scripted performance appraisals and assessments
, 14–15
Self-assessments
, 116–117
Senior level of proficiency
, 140–141
Shared culture
, 28
Skills
, 123
Skills and competencies
, 12, 26–27, 36
as behaviors
, 41–43
examples
, 37
graphic representation
, 42
models
, 163–164
Social Media Analyst
, 106
Society for Human Resource Managers (SHRM)
, 139–141
Soft competencies
, 72–73
Soft skills
, 7, 43, 144
Specialized knowledge management roles and responsibilities
, 105–106
Strategic alignment
, 205
business manager’s role
, 207–208
dimensions of strategic alignment
, 205
human resource manager’s role
, 208–209
knowledge manager’s role
, 209–210
Strategic alignment dimensions
, 205
Strategic knowledge management responsibilities
, 105
Structural capital (see also Human capital; Relational capital)
, 35, 124
competence and proficiency
, 172–182
definitions and examples
, 45–55
explicit knowledge and information as capital
, 47–49
group, community, and organization
, 46
organizational culture as capital
, 52–55
procedural knowledge as capital
, 49–52
Structural knowledge
, 47, 50
Systems thinking and communications
, 23–24
Tacit knowledge
, 36
as capital
, 39–41
competence and proficiency
, 161–162
examples
, 37, 51
graphic representation
, 40
Teacher certification programs
, 41
Technical competence
, 119, 123–124, 143
Technical qualifications
, 9
360-degree assessments
, 116–117
Traditional “personnel management” methods
, 36
Traditional competence
models
, 123–124
template
, 131
Traditional proficiency models
, 138–143
Training
, 10, 12
Traits
, 124
Transparency
, 219
Trust
, 219
Trusting followers
, 22
Trustworthy leadership
, 21–22
Universal knowledge management roles and responsibilities
, 107
Visioning exercises
, 218
Webinars and events
, 68
Work
, 10
changing economic landscape
, 4–6
changing landscape of
, 3
changing nature
, 9–13
competence
, 117–123, 133
knowledge capital in changing landscape
, 6–8
management roles and responsibilities for knowledge economy
, 15–16
organizations viewing and managing people
, 13–15
traditional view of people as labor resources
, 11
Work-based informal learning
, 151
Workers
, 9–11
knowledge
, 142
- Prelims
- Section 1: The New World of Work and Workers
- 1: The Changing Landscape of Work
- 2: Building an Organization’s Knowledge Capacity
- 3: Fundamentals of Knowledge Capital
- 4: Building Knowledge Capacity Through Knowledge Capabilities
- Section 2: Managing Organizational Capabilities
- 5: Knowledge Capabilities – Roles, Responsibilities, Placement
- 6: Revisiting Competence and Competencies
- 7: Competence, Proficiency and Performance
- Section 3: Managing Individual Capabilities
- 8: Human Capital Competence and Proficiency
- 9: Structural Capital Competence and Proficiency
- 10: Relational Capital Competence and Proficiency
- Section 4: Changing Landscape of Human Resource Management
- 11: Aligning Strategies – Business, Knowledge and Human Resources
- 12: Implications for Human Resource Management Roles and Responsibilities
- Appendix: Pulling it All Together
- Index