Thomas H. Davenport
Thomas H. Davenport's Publications
Tom has published widely in the IT and general management
press: he is the author or co-author of three other books, including the
Harvard Business School Press bestseller Process Innovation. He has written
articles for journals including the Harvard Business Review, Sloan Management
Review, and CIO Magazine.
Who is Thomas H. Davenport.
Tom Davenport is the Director of the Andersen Consulting
Institute for Strategic Change and a professor of Information Management
at Boston University. Previously, he was a professor of business at the
University of Texas at Austin and the Director of the school's Information
Management Program, a partner in Ernst & Young's Center for Information
Technology and Strategy, as well as Director of IT research at McKinsey
& Co., and at CSC Index
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Working Knowledge: How Organizations
Manage What They Know
This influential book establishes the enduring vocabulary
and concepts in the burgeoning field of knowledge management. It serves
as the hands-on resource of choice for companies that recognize knowledge
as the only sustainable source of competitive advantage going forward.Drawing
from their work with more than thirty knowledge-rich firms, Davenport and
Prusak--experienced consultants with a track record of success--examine
how all types of companies can effectively understand, analyze, measure,
and manage their intellectual assets, turning corporate wisdom into market
value. They categorize knowledge work into four sequential activities--accessing,
generating, embedding, and transferring--and look at the key skills, techniques,
and processes of each. While they present a practical approach to cataloging
and storing knowledge so that employees can easily leverage it throughout
the firm, the authors caution readers on the limits of communications and
information technology in managing intellectual capital
Mission Critical
Mission Critical offers an authoritative and no-nonsense
view of the challenges and opportunities afforded by the implementation
of enterprise-wide systems (ESS). The book provides a valuable set of guidelines
to help readers evaluate the potential efficacy of ESS for their enterprises.
Arguing that to be successful an organization must make simultaneous changes
in its information systems, its business processes, and its business strategy,
Davenport describes these changes in detail with extensive examples from
real organizations. Finally, advocating that these systems should be viewed