larry prusak knowledge management contributions by amitesh singh yadav.

Laurence Prusak

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"Those companies that don’t adapt to understanding knowledge as a force of production more important than land labour and capital, will slowly die, and will never know what killed them”

Laurence Prusak.

Larry Prusak is a researcher and consultant and was the founder and Executive Director of the IBM Institute for Knowledge Management (IKM).

Prusak has been studying knowledge and learning in organizations for the past two decades

He has extensive experience, both within the U.S. and internationally, in helping organizations manage their information and knowledge resources.

Principal and Founder of Ernst & Young's Center for Business Innovation, specializing in issues of corporate knowledge management.

In 2000, he served as a McKinsey Award Judge for the Harvard Business Review, and Work Frontiers International voted Larry one of the ten most admired knowledge leaders in the world.

Larry's awards and honors include: Simmons College Distinguished Alumni Award (2002); the Lewin Award from Organization Science (2000); an honorary Ph.D. from Long Island University (2000); and many more.

Fields of Contributions

Social Network Analysis for Knowledge Management.

Knowledge as a corporate asset.

Storytelling in Organizations

Formal and Informal knowledge transfer

Knowledge codification

Working Knowledge

Literature and Research works

Books:

Managing Information Strategically(with James McGee) John Wiley, 1994

Information Ecology(with Tom Davenport) Oxford University Press, 1997

Working Knowledge(with Tom Davenport) Harvard University Business School Press,1998 Paperback edition 2001

In Good Company(with Donald Cohen) Harvard University Business School Press,2002

What's The Big Idea(with Tom Davenport) Harvard Business School Press, 2004

Creating Value with Knowledge(edited with Eric Lesser) Oxford University Press, 2003

Knowledge Management and Organizational Learning(edited with Eric Matson Oxford University Press, 2006

Judgment Days (with Tom Davenport and Brook Manville) to be published by Harvard Business Press in 2011

Major Articles :

"Blow Up the Corporate Library"(with Tom Davenport), International Journal of Information Management, 1995

"Information Politics"(with Tom Davenport), Sloan Management Review, 1996

"The Eleven Sins of Knowledge Management", California Management Review, 1998

“Where Did Knowledge Management Come From", IBM Systems Journal, 2002

"How to Invest in Social capital"(with Don Cohen), Harvard Business Review, 2002

"People Who Make Organizations Go-and Stop"(with Rob Cross), Harvard Business Review, 2003

"Preserving Knowledge in an Uncertain World" (with Eric Lesser), Sloan Management Review, 2003

"Who's Bringing You Your Hot Ideas"(with Tom Davenport), Harvard Business Review, 2003

"The Performance Variability Dilemma"(with Eric Matson), Sloan Management Review, 2003

"The Madness of Individuals "Harvard Business Review, 2004

"Learning from Internet Giants"(with Leigh Weiss, et al) Sloan Management review, 2005

"The World is Round", Harvard Business Review, 2006

"The Costs of Knowledge", Harvard Business Review, 2006"

"Knowledge Networks in the Age of the Semantic Web", Briefings in Bio-informatics, 2007

"Knowledge Heuristics", Techno-innovation, 2008

"Organizational Governance of Knowledge and Learning"(with Bruce Strong, et al), Knowledge and Process Management, 2008

"Boosting the Productivity of Knowledge Workers" (with Eric Matson) McKinsey Quarterly November 2010

"Collaborative Communities" (with Paul Adler and Charles Heckscher) Harvard Business Review, Summer 2011 HONORS

“Knowledge Management and Organizational Learning(edited with Eric Matson Oxford University Press, 2006”

Key readings on knowledge management for graduate students and M.B.A.s

This book focuses on what is happening in practice.

It includes seminal contribution from leading authorities and practitioners, providing a compelling picture of how knowledge and learning work in practice.

Concepts are validated by including detailed examples from organizations such as Chevron, Nucor Steel, Partners Healthcare, and Xerox.

“Creating Value with Knowledge(edited with Eric Lesser) Oxford University Press, 2003”

In this book he examines a variety of important knowledge-related topics such as the use of informal networks, communities of practice, the impact of knowledge on successful alliances, social capital and trust, narrative and storytelling and the use of human intermediaries in the knowledge management process.

This book synthesizes some of the best thinking by the IBM Institute for Knowledge-Based Organizations, a think tank whose research agenda focuses on the management methods for deriving tangible business value from knowledge management and their real-world application.

Knowledge management has become one of the core competencies in today's competitive environment, where so much value in companies resides in their people, systems, and processes

“ My Life as a Storyteller” : Storytelling in Organizations, edited by Steven Denning, Elsevier, 1999

Categories of stories in organizations                      A. Stories about other people                          B. Stories about the work itself                          C. Stories about the organization                          D. Stories as social bonding                          E. Stories as signals                          F. Stories about the past                         G. Stories about the future                          H. Stories about life itself                          I. Stories about oneself and identity                          J. Electronic storytelling 

The People Who Make Organizations Go-or Stop

This article deals with the informal networks that are a part of every large company.

Organizations are along the lines of different categories of participants in the social networks.

Central connectors, who link people in their own network with others within that network, are discussed.

Boundary spanners are people who manage to connect their own informal network with other networks within the company, even if that is not part of their job.

Information brokers are those who keep the various subgroups within a network together and connected.

The last group is the one of peripheral specialists, who are people that informal networks turn to for specialized expertise.

At the end, the article suggests that companies can use social network analysis to encourage employees to expand their own networks.

Firms as Knowledge Brokers: Lessons in Pursuing Continuous Innovation

This article discusses how some firms are knowledge brokers in that they don’t actually produce anything themselves, but are more in the business of spreading information to those who need it.

This allows for high amounts of innovation when used correctly. It continues on to discuss how to ensure innovation through knowledge brokering.

A key idea to gain access to many industries and fields and then to develop as much knowledge within those fields as possible.

In addition, it is important to discover hidden connections between knowledge pools. Finally, continually improve everything as much as possible

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