Knowledge management : the creative loop / Jean-Louis Ermine.

Cover; Half-Title Page; Title Page; Copyright Page; Contents; Preface; PART 1. Theoretical Elements; 1. A Knowledge Value Chain; 1.1. Introduction; 1.2. Different KVCs; 1.3. The DIKW model; 1.4. KVC and management; 1.5. Transformation processes in the KVC; 1.6. Practical application; 1.7. Conclusion; 2. The Knowledge Capital of a Company; 2.1. Introduction; 2.1.1. The accumulation of knowledge; 2.1.2. The company as knowledge producer; 2.2. Modeling a company as a knowledge producer; 2.2.1. Systemic modeling; 2.2.2. The "black box" model; 2.2.3. The "division of labor" model.

2.2.4. The informational model; 2.2.5. The knowledge capital model; 2.2.6. The knowledge capital and knowledge actors model; 2.2.7. Integration of customer knowledge and external knowledge into the AIK model; 2.3. The operators of the AIK model; 2.3.1. The Wenger operator; 2.3.2. The Nonaka operators; 2.3.3. Integration of the Nonaka theory into the AIK model; 2.4. Tacit/explicit knowledge and knowledge communities; 2.5. Mapping as a modeling tool to steer the AIK system; 2.6. Practical application; 2.7. Conclusion; 3. The Structure of Knowledge; 3.1. Introduction.

3.2. The semiotic triangle of knowledge; 3.3. The systemic triangle of knowledge; 3.4. The knowledge macroscope; 3.4.1. Knowledge and information; 3.4.2. Knowledge and meaning; 3.4.3. Knowledge and context; 3.5. Practical application; 3.6. Conclusion; 4. Shannon's Theory of Knowledge; 4.1. Introduction; 4.2. Some definitions and notations; 4.2.1. The basic unit of knowledge; 4.2.2. Measuring knowledge; 4.2.3. Quantity of knowledge in a corpus; 4.3. Measurement of the quantity of information in a corpus; 4.4. Measurement of the quantity of meaning in a corpus; 4.4.1. Definitions and notations.

4.4.2. Quantitative characterization of semantic graphs: Gurevich entropy; 4.5. Measurement of usage context in a corpus; 4.5.1. Introduction; 4.5.2. Social networks; 4.5.3. Hierarchical small-world networks; 4.5.4. Scale-free networks; 4.5.5. Quantitative characterization of the usage graph of a corpus; 4.6. Practical application; 4.7. Conclusion; PART 2. Practical Elements; 5. A New Approach to KM; 5.1 Introduction; 5.2. Two examples of KM standardization; 5.2.1. KM and international standardization; 5.2.2. KM in the nuclear domain; 5.3. The French Knowledge Management Club; 5.4. Conclusion.

6. A Framework for Knowledge-based KM; 6.1. Introduction; 6.2. The Daisy Model; 6.3. Building a KM process framework; 6.4. Conclusion; 7. KM: From Strategy to Implementation; 7.1. Introduction; 7.2. Framing a KM project; 7.2.1. The objectives; 7.2.2. Responsibilities and roles; 7.2.3. Resources; 7.2.4. Internal communication; 7.2.5. Connections between KM and other company issues; 7.2.6. Other subjects of interest to consider; 7.3. Implementing the KM project; 7.4. Monitoring the KM system; 7.5. Conclusion; 8. Analyzing Knowledge Capitaland Elaborating a KM Plan; 8.1. Introduction.

Knowledge management is a strategic issue for companies, and international standards such as ISO recently integrate it into its requirements. However, it is still an ill-defined concept, and methodologies to implement it are not very well known. This book is the result of over twenty years of research in different labs and application in a wide range of public or private companies around the world. It gives a global and coherent view both from the theoretical and practical point of views.