How to manage experience sharing : from organisational surprises to organisational knowledge / edited by J.H. Erik Andriessen, Babette Fahlbruch.

Presents the outcome from the 19th workshop of an international interdisciplinary group on "New Technologies and Work--NeTWork", held in 2001.

Includes bibliographical references and index.

Cover -- Related Books -- Related Journals -- Contents -- Foreword -- New Technologies and Work -- How Network Works -- The Present Volume -- Network Publications -- Basic Concepts -- Knowledge Management of Successes and Errors -- Introduction to Knowledge Management -- Two Case Studies -- Central Concepts -- Learning from Failure and Learning from Success -- References -- Organisational Learning and Theories of Action -- Introduction -- Organisational Learning Framework -- Theories of Action -- Domain of Action -- or What can be Learned -- The Organisational Learning Process -- Single- and Double Loop Learning -- Learning Agency -- Lesson Learned -- Communication in Organisational Learning Processes -- The Keyhole View: Pitfall of Notifications -- Barriers in Organisational Learning -- Rules-of-Thumb -- Strategies -- Conclusion -- References -- Organisational Learning and Knowledge Management -- Introduction -- Theories on Organisational Learning -- The Process of Institutionalising Knowledge -- lntemalisation: Acquiring Organisational Knowledge -- Externalisation: Reuse or Renewal -- Objectification -- Summary -- References -- Knowledge Transfer Mechanism -- Introduction -- Knowledge Creation -- Knowledge Transfer Mechanisms -- Organisational Types and Knowledge Transfer -- Conclusion -- References -- Organisational Memory -- Introduction and Context of Organisational Memory -- Origins and Theoretical Background of Organisational Memory -- From Organisational Memory to Organisational Memory Systems -- A Perspective View -- Perspective 1: OMS as a New Kind of Application Systems -- Perspective 2: OMS as a Concept -- Perspective 3: OMS in a Functional View -- Perspective 4: OMS as an Attribute of Information Systems -- Perspective 5: OMS in a Behavioural View -- Perspective 6: OMS in a Technological View -- References -- Learning from Errors -- Learning in an Organisation of Safety, Health and Environmental Project Engineers -- Introduction -- Nature of the Problem -- This Study -- Method -- Study Object -- Data Sources -- Points for Interventation -- Chronological Events (Mainly 1998 -- 2000) -- Professional Networks -- Database on Best Practice -- Development of Technical Specifications and Other Steering Documents -- Peer Auditing -- Points of Intervention Seen from the Perspective of Organisational Learning -- Results -- Climate for Knowledge Sharing and Learning -- The Employees' Evaluations of the Different Measures -- Discussion and Conclusions -- References -- Organisational Memory for Learning from Operational Surprises: Requirements and Pitfalls -- Introduction -- Organisational Memory in Organisational Learning -- Handling Repetitive Surprise Notifications -- External Memory in Organisational Learning -- Health Care Example: Learning from Product-Related Incidents -- Discussion: Multi-Dimensional Organisational Memories -- Memory for Organisations: A Closer View -- L.

Print version record.

Combining the experiences of safety science and knowledge management in service organisations, this book focuses on individual and group processes and on organisational strategy or societal and environmental issues. It addresses questions such as how can an organisation learn from its successes and failures, from its experiences and accidents.

English.

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