High-speed knowledge management : integrating operations theory and knowledge management for rapid results
By: MOREY, Daryl
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Material type: 
ArticlePublisher: 2001Subject(s): Knowledge workers | Operations Planning | Organizational LearningJournal of Knowledge Management 5, 4, p. 322-328Abstract: Knowledge management (KM) approaches that ignore the principles of operations theory will achieve slow bottom-line results if any. Many knowledge-management programs operate under the implict assumption that all improvements from KM-enabled learning are equally beneficial. Because of this, organizations spread their KM investments too thin on organization-wide initiatives that consequently do not produce near-term business results. In this paper, we propose a knowledge-management continuous process that first discovers where KM-enabled learning will address a constraint to business results and then implements an appropriate intervention in the organizational learning process to accelerate the transfer and application of knowledge at the constraint
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
Knowledge management (KM) approaches that ignore the principles of operations theory will achieve slow bottom-line results if any. Many knowledge-management programs operate under the implict assumption that all improvements from KM-enabled learning are equally beneficial. Because of this, organizations spread their KM investments too thin on organization-wide initiatives that consequently do not produce near-term business results. In this paper, we propose a knowledge-management continuous process that first discovers where KM-enabled learning will address a constraint to business results and then implements an appropriate intervention in the organizational learning process to accelerate the transfer and application of knowledge at the constraint
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