With a clear understanding of knowledge management success, executives can make more effective managerial decisions.
Executives should look at three-step processes of knowledge accumulation, integration, and reconfiguration. This model for managing knowledge reflects a more strategic and practical perspective, as it is process-oriented and most applicable for leading organizations.
Compared to other leadership styles, transformational leaders are better equipped to deploy information technology tools, products, and services. Let's take a deeper look at why transformational leadership sets you up for success in the tech world - both with managing teams and with understanding IT principles - in this article.
In this article, we'll discuss different types of knowledge that should be considered and built upon when forming and managing a team driven toward success---including individual and collective knowledge.
Executives today are more focused on strategic management decision-making due to the hypercompetitive global environment as well as public and private sector evaluation and opinion. Public organizations are attempting to function as private profit-wise, while public companies have the Wall Street analysts continuously evaluating their every strategic move. It is important for management consultants to build a climate of openness for individuals to exchange ideas.
Knowledge management improves organizational processes through a variety of different practices, and enhances learning, which can increase both follower engagement and personal development. This article presents the two key steps of successful knowledge management that can be implemented by company executives.
Many executives see organizational effectiveness as an outcome of various factors such as knowledge management within companies. Every executive is held to the grindstone of maximizing financial measures---their careers are tied to financial performance measures. Every executive also knows that financial measures can illustrate whether knowledge management is contributing to bottom-line improvement.
Untapping Hidden Value: A New Partnership Model for Corporate Knowledge Management and Innovation Functions
In the current business environment, defined by some as the ‘Knowledge Age’, leadership interest is increasingly focused on Innovation and Knowledge Management development efforts. To date, these functions often operate along parallel, yet discrete, paths. As organizations seek new areas of growth, while further cutting costs there is an increasing need to build more effective partnerships in order to ensure ongoing success and drive additional business value.
Looking back is a natural as we look to learn lessons from past activity. But perhaps more interesting is to look forwards. In this article Rick Eagar draws on the results from recent research that surveyed the opinions of global Chief Technology Officers and Chief Information Officers and identifies key changes in five distinct but interrelated innovation management concepts as being important for the years ahead.
Practitioners in each new field emerge to explore its early, exciting promise, reconciling that potential with the results they achieve in reality. The rapidly emerging and rapidly evolving field of collaborative innovation is no different in this regard. In this article Doug Collins shares his perspective on the current state of affairs in terms of where the field stands, relative to the claims made on its behalf.
There has been a shift from the emphasis on what people called the “information value chain” to “knowledge value chain” for quite some time. The environments are shrewd and unpredictable in this world of growing competition and rapid technological progress. The information value chain just served as a database of “best practices” whereas “knowledge value chain” emphasizes on the active sense making of human beings handling business.
We all seem to want more innovation these days. But do we really know what we are searching for? Do we understand the true meaning of innovation? Or are we stuck in a paradigm that doesn’t fit the original meaning of the term? Find out more in this article by Per Frankelius, Ph.D., and Associate Professor at Örebro University.