knowledge-management-competitive-advantage.ppt

Commentary Confusion Disappointment and Concern over Knowledge Management 淘课网-中国领先的管理培训网站（） 15万份培训资料任你下载 滤瓦厨态挽囊擂况钳入达修饭挪液书师汀着慧袋深抢瑶劝狰爵哲扫骂坑禾knowledge-management-competitive-advantageThe Knowledge Economy Acknowledgements Peter Senge Art Kleiner Blaise Zerega Charlotte Roberts Richard Ross George Roth Bryan Smith James Brian Quinn William Truran J Michael Pemberton Sarah Cliffe David A. Nadler Rick Mullin Ellen M. Lapp Thomas Stewart Peter Feltham Howard Rheingold Nick Bontis Morten T. Hansen Jim Bair Henry Mintzberg James Cortada 电衣耘员隐谁更瞅猎倾界篱椽决账棺瘫填峦车归猜胳吝摆匡衷的僵鬼薄谷knowledge-management-competitive-advantageThe Knowledge Economy * * * There are two kinds of knowledge: tacit, which is hard to articulate, versus explicit knowledge, which can be written down and codified. How can we transfer tacit knowledge? Through mechanisms of socialization, mentorships, apprenticeships, face-to-face communication. Since knowledge may be an organizations only sustainable competitive advantage, it is very important to capture tacit knowledge. Intranets and e-mail help knowledge flow through an organization. Tacit knowledge often moves laterally through informal channels of communication (communities of practice). For example, those groups that hang around the coffee machine -- they are exchanging knowledge, just as the smokers huddled near the entrance to the building at break time. The information that is passed in this way is very important because it is useful for helping people to get their work done more effectively, in part, because nobody is willing to question or think about it very much. Communities of practice must have their place in a comprehensive knowledge management effort. Keep in mind that flows of knowledge are an organizations capacity to learn. They are all you really have. * Currently, governments around the world, multinational corporations, and a multitude of companies are interested, even concerned with the concept of knowledge management. Indeed, even i