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Conclusions
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Author(s): Brian Lehaney (Coventry University, UK), Steve Clarke (University of Hull, UK), Elayne Coakes (University of Westminster, UK)and Gillian Jack (University of Glamorgan, UK)
Copyright: 2004
Pages: 2
Source title:
Beyond Knowledge Management
Source Author(s)/Editor(s): Brian Lehaney (University of Luton Business School, UK), Steve Clarke (University of Hull Business School, UK), Elayne Coakes (University of Westminster, UK)and Gillian Jack (University of Glamorgan, UK)
DOI: 10.4018/978-1-59140-180-3.ch007
PurchaseView Conclusions on the publisher's website for pricing and purchasing information. |
Abstract
Three areas (staff, structures, and technology) interact in knowledge management. Knowledge processes are about the creation, retention, sharing, identification, acquisition, utilisation, and measurement of information and new ideas, in order to achieve strategic aims, such as improved competitiveness or improved performance. Knowledge types are about the ability to know-that, know-who, know-how, know-where, know-why, know-where. These are all key to gaining and retaining competitive edge in the dynamic environment of the new economy. The shift in culture has to be from ‘individual knowledge is individual power’ to ‘organisational knowledge is organisational power’.
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