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Author

Laurence Prusak

Other affiliations: Harvard University, IBM, Ernst & Young
Bio: Laurence Prusak is an academic researcher from Columbia University. The author has contributed to research in topics: Personal knowledge management & Storytelling. The author has an hindex of 22, co-authored 36 publications receiving 17716 citations. Previous affiliations of Laurence Prusak include Harvard University & IBM.

Papers
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Book
01 Jan 1998
TL;DR: The definitive primer on knowledge management, this book will establish the enduring vocabulary and concepts and serve as the hands-on resource of choice for fast companies that recognize knowledge as the only sustainable source of competitive advantage.
Abstract: From the Publisher: The definitive primer on knowledge management, this book will establish the enduring vocabulary and concepts and serve as the hands-on resource of choice for fast companies that recognize knowledge as the only sustainable source of competitive advantage. Drawing on their work with more than 30 knowledge-rich firms, the authors-experienced consultants with a track record of success-examine how all types of companies can effectively understand, analyze, measure, and manage their intellectual assets, turning corporate knowledge into market value. They consider such questions as: What key cultural and behavioral issues must managers address to use knowledge effectively?; What are the best ways to incorporate technology into knowledge work?; What does a successful knowledge project look like-and how do you know when it has succeeded? In the end, say the authors, the human qualities of knowledge-experience, intuition, and beliefs-are the most valuable and the most difficult to manage. Applying the insights of Working Knowledge is every manager's first step on that rewarding road to long-term success. A Library Journal Best Business Book of the Year. "For an entire company...to have knowledge, that information must be coordinated and made accessible. Thomas H. Davenport...and Laurence Prusak... offer an elegantly simple overview of the 'knowledge market' aimed at fulfilling that goal.... Working Knowledge provides practical advice about implementing a knowledge-management system....A solid dose of common sense for any company looking to acquire -- or maintain -- a competitive edge."--Upside, June 1998

10,791 citations

Book
01 Jan 2001
TL;DR: The Future of Social Capital as discussed by the authors explores the future of social capital in the context of trust, trust, and social spaces, focusing on the air we breathe and the ties that connect us.
Abstract: Preface Chapter 1 In Good Company Chapter 2 Trust: The Air We Breathe Chapter 3 Networks and Communities: The Ties That Bind Chapter 4 Social Place, Social Time Chapter 5 Social Talk and Story: The Voice of Social Capital Chapter 6 The Challenge of Volatility Chapter 7 The Challenge of Virtuality Coda The Future of Social Capital Notes Suggested Readings Index About the Authors

1,043 citations

Journal ArticleDOI
TL;DR: In this article, the authors draw attention to a number of errors that could potentially cripple the efforts of any organization attempting to generate and leverage knowledge and suggest some brief suggestions on how to avoid, or at least ameliorate these errors.
Abstract: This article draws attention to a number of errors that could potentially cripple the efforts of any organization attempting to generate and leverage knowledge. Many of these errors are associated with the concept of knowledge itself—how knowledge is understood in organizational settings. The article notes the sources of each error as well as some key implications for managing knowledge. It concludes with some brief suggestions on how to avoid, or at least ameliorate these errors.

959 citations

Journal ArticleDOI
TL;DR: In this paper, the call came in late on Thursday afternoon and right away I wished I hadn’t answered the phone. We had received a last-second opportunity to bid on a sizable piece of work that the Partner on the other end of the line really wanted to pursue.

921 citations

01 Jan 2000
TL;DR: In this article, the authors report on a cross-industry research program assessing ways to promote knowledge creation and transfer in networks of employees and find that people are often more reliant on other people thanthey are on databases when seeking answers to unstructured questions.
Abstract: Many early knowledge management initiatives focused heavily on informationtechnology and codified knowledge and so missed performance improvementopportunities from interventions targeting knowledge embedded within networks ofemployees. Despite advanced technical solutions employed to manage organizationalknowledge, we continue to find that people are often more reliant on other people thanthey are on databases when seeking answers to unstructured questions. As a result,organizations creating more cohesive networks on knowledge related dimensions arebetter able to collectively solve problems, create new knowledge and transfer explicit andtacit knowledge embodied within employees. The following article reports on a cross-industry research program assessing ways to promote knowledge creation and transfer innetworks of employees. Specifically, we have found four characteristics of relationshipsimportant for knowledge creation in networks: 1) knowing what others know; 2) havingaccess to other people’s thinking; 3) having people be willing to actively engage inproblem solving; and 4) having a safe relationship to promote learning and creativity.Mapping these dimensions in social networks yields targeted social and technicalinterventions managers can employ to improve a network’s ability to create and shareknowledge.

918 citations


Cited by
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Journal ArticleDOI
TL;DR: The objective of KMS is to support creation, transfer, and application of knowledge in organizations by promoting a class of information systems, referred to as knowledge management systems.
Abstract: Knowledge is a broad and abstract notion that has defined epistemological debate in western philosophy since the classical Greek era. In the past few years, however, there has been a growing interest in treating knowledge as a significant organizational resource. Consistent with the interest in organizational knowledge and knowledge management (KM), IS researchers have begun promoting a class of information systems, referred to as knowledge management systems (KMS). The objective of KMS is to support creation, transfer, and application of knowledge in organizations. Knowledge and knowledge management are complex and multi-faceted concepts. Thus, effective development and implementation of KMS requires a foundation in several rich literatures.

9,531 citations

Journal ArticleDOI
TL;DR: This research suggests that a knowledge infrastructure consisting of technology, structure, and culture along with a knowledge process architecture of acquisition, conversion, application, and protection are essential organizational capabilities or "preconditions" for effective knowledge management.
Abstract: A hallmark of the new economy is the ability of organizations to realize economic value from their collection of knowledge assets as well as their assets of information, production distribution, and affiliation. Despite the competitive necessity of becoming a knowledge-based organization, senior managers have found it difficult to transform their firms through programs of knowledge management. This is particularly true if their organizations have long histories of process and a tradition of business success. This research examines the issue of effective knowledge management from the perspective of organizational capabilities. This perspective suggests that a knowledge infrastructure consisting of technology, structure, and culture along with a knowledge process architecture of acquisition, conversion, application, and protection are essential organizational capabilities or “preconditions” for effective knowledge management. Through analysis of surveys collected from over 300 senior executives, this research empirically models and uncovers key aspects of these dimensions. The results provide a basis for understanding the competitive predisposition of a firm as it enters a program of knowledge management.

4,646 citations

Journal ArticleDOI
TL;DR: This study empirically test a model of knowledge contribution and finds that people contribute their knowledge when they perceive that it enhances their professional reputations, when they have the experience to share, and when they are structurally embedded in the network.
Abstract: Electronic networks of practice are computer-mediated discussion forums focused on problems of practice that enable individuals to exchange advice and ideas with others based on common interests. However, why individuals help strangers in these electronic networks is not well understood: there is no immediate benefit to the contributor, and free-riders are able to acquire the same knowledge as everyone else. To understand this paradox, we apply theories of collective action to examine how individual motivations and social capital influence knowledge contribution in electronic networks. This study reports on the activities of one electronic network supporting a professional legal association. Using archival, network, survey, and content analysis data, we empirically test a model of knowledge contribution. We find that people contribute their knowledge when they perceive that it enhances their professional reputations, when they have the experience to share, and when they are structurally embedded in the network. Surprisingly, contributions occur without regard to expectations of reciprocity from others or high levels of commitment to the network.

4,636 citations

Journal ArticleDOI
TL;DR: In this paper, the authors identify renewal of the overall enterprise as the underlying phenomenon of interest and organizational learning as a principal means to this end, and develop a framework for the process of organizational learning.
Abstract: Although interest in organizational learning has grown dramatically in recent years, a general theory of organizational learning has remained elusive. We identify renewal of the overall enterprise as the underlying phenomenon of interest and organizational learning as a principal means to this end. With this perspective we develop a framework for the process of organizational learning, presenting organizational learning as four processes—intuiting, interpreting, integrating, and institutionalizing—linking the individual, group, and organizational levels.

4,037 citations