L
Laurence Prusak
Researcher at Columbia University
Publications - 37
Citations - 18019
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
Working Knowledge: How Organizations Manage What They Know
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.
Book
In Good Company: How Social Capital Makes Organizations Work
Donald J. Cohen,Laurence Prusak +1 more
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.
Journal ArticleDOI
The Eleven Deadliest Sins of Knowledge Management
Liam Fahey,Laurence Prusak +1 more
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.
Journal ArticleDOI
Knowing What We Know: Supporting Knowledge Creation and Sharing in Social Networks
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.
WHITE PAPER Knowing What We Know: Supporting Knowledge Creation and Sharing in Social Networks
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.