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Such a system may function as a knowledge-access equalizer.However, the presence of a knowledge repository will not solve the problem of access to knowledge for those at the periphery of the organization unless it is used.
From the new book by Dorothy Leonard and colleagues, Critical Knowledge Transfer.
Open for comment; Electronic health records are sweeping through the medical field, but some doctors report a disturbing side effect.
In strategic management research, the dynamic capabilities framework enables a “helicopter view” of how firms achieve sustainable competitive advantage.
This paper focuses on the critical role of work teams, arguing that managers must leverage the knowledge generated by teams to support innovation and strategic change.
Closed for comment; An organization's captured (and codified) knowledge--white papers, case studies, documented processes--should help project teams perform better, but does it?
Existing research has not answered the question, even as U. companies alone spend billions annually on knowledge management programs. Edmondson found that team use of an organization's captured knowledge enhanced productivity, especially for teams that were geographically diverse, relatively low in experience, or performing complex work.
Key concepts include: There is a cautionary note for managers: In this study, KRs supported team performance by enriching the knowledge access of central players in the organization.
KRs were less effective at ensuring much-needed access for those on the periphery.
Findings thus suggest that KR use is not simply an individual activity based on need, but is instead enabled by certain social conditions (such as familiarity and experience) and inhibited by others (such as status disparities and remote location).
An organizational KR thus fails to serve as an equalizer absent intervention.