In this section we have taken the latest in management thinking and condensed it into concise, easy-to-read articles, designed to help you turn theory into practice.
From our database of over 85,000 articles we handpick the most pertinent issues for today’s manager in order to provide an action-based insight into the world of business.
Promoting knowledge creation and knowledge sharing within organizations is an essential challenge in today's business environment. Knowledge sharing is argued to lead to better performance due to improved decision making and better coordination.
Improving the productivity of knowledge workers is one of the most important challenges for companies that face the transition from the industrial economy to an economy based on information and knowledge. Key to this transition for business is an understanding of the marketplace.
Although not known for his contribution to marketing research, it is undeniable that Sir Francis Bacon was on to something when he observed some 400 years ago that, "knowledge is power". Firms across the globe have, of course, realized this and made marketing a keystone in their operations. But the advent of new technologies has enabled a heightened ability to channel consumer feedback into the product or service development process.
Efficient knowledge use enhances competitive advantage and improves organizational success. Knowledge management (KM) has become increasingly important as organizations realize that effective use of their vast and varied knowledge assets and resources provides them with the ability to innovate and respond to fast changing customer expectations.
In recent years analysts and managers have become aware of the importance of knowledge for business and so their focus has moved to intellectual assets as strategic assets. Companies are increasingly aware of the competitive advantage a well-developed and strong portfolio of patents, copyrights, and trademarks may offer. Many firms' strategy towards patents is still haphazard, however, which might be due to the scant guidance on offer.
This article looks at a model for risk management of knowledge loss in a project-based organization (PBO).
To what extent have business schools in partnership with business practice created new opportunities in management development, knowledge transfer and knowledge creation? Change in the nature of research undertaken in business schools opens up new opportunities for collaboration between academia and practice. There is a need for more innovative forms of research engagement encouraging academic-practitioner collaboration and practice-based management development initiatives.
What are the practices, understandings, and institutional arrangements that might contribute to the successful design and continuity of Communities of Practice (CoP)? We suggest six design and practice considerations for practitioners aiming to create and sustain successful CoPs, based on a study of the Department of Land Resources (DLR) in Australia.
A recent study proposed a learning-based technology strategy with three dimensions - proactive technology posture, process adaptation and experimentation, and collaborative technology sourcing. The study investigated the three dimension?s relationships with plant competitiveness (cost, quality, delivery, flexibility, and innovation).
It is now almost 15 years since widespread interest in the topic of knowledge management (KM) first developed. We evaluate the claim made by a number of writers in the late 1990s that KM was likely to be a passing management fashion, with interest in it likely to decline quickly.