Building Knowledge Assets for Competitive Advantage
Edited by Vlad Vaiman and Charles M. Vance
Chapter 11: Social Capital: Bridging the Link Between Talent Management and Knowledge Management
Rhonda Jones INTRODUCTION There have been hundreds of books, articles, and research papers published regarding knowledge management. A search of Amazon.com and ScienceDirect will yield at least 1100 books with ‘knowledge management’ in the title, and 5500 articles that have the phrase in the title, abstract, or keywords. What is knowledge management and why are so many people writing about it? Many deﬁnitions of knowledge management exist, with there being no one explanation that is universally accepted. In this chapter, knowledge management is referred to as ‘the strategies and processes of identifying, capturing, and leveraging knowledge to enhance competitiveness’ (University of California, Berkeley, 1999) and ‘the ability to develop, share, deposit, extract, and deliver knowledge such that it might be retrieved and used to make decisions or to support the [organizational] processes’ (Nakra, 2000: 54). The topic is of interest because, generally, the consensus has been that eﬃcient and eﬀective knowledge management leads to a more competitive organization through, among other things: better decision-making (Kridan & Goulding, 2006), improved customer service (Laycock, 2005), lower transaction costs (Silvi & Cuganesan, 2006), and increased product innovation (Tsai & Ghoshal, 1998). In the same vein, talent management has become a popular buzzword in the management literature. Although not yet as proliﬁc a topic as knowledge management, a recent search of Amazon.com and ScienceDirect yielded more than 800 books and articles with ‘talent management’ in the title, abstract, or keywords. Using the deﬁnition of talent management ‘broadly deﬁned as the implementation...
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