Learning to Become a Knowledge-Centric Organization

Learning to Become a Knowledge-Centric Organization

George Stonehouse (Northumbria University, UK) and Jonathon D. Pemberton (Northumbria University, UK)
Copyright: © 2005 |Pages: 13
DOI: 10.4018/978-1-59140-479-8.ch017
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Abstract

The importance of knowledge to an organization’s competitive performance is widely recognized. A knowledge-centric organization is one within which the creation and management of knowledge are at the heart of its strategic thinking, operations, and activities. Knowledge-centricity can only be achieved if knowledge, and the behaviors and systems associated with its creation and management, are deeply embedded within the organization. In fact, given the dynamism of organizations and their environments, knowledge-centricity is likely to be a holy grail that organizations seek but may never find. Similarly, knowledge-centricity will evolve as a concept, as knowledge of the processes of learning, knowledge creation, and management develops over time. This chapter, therefore, represents a snapshot of the current status of the concept and offers advice on how organizations can begin to make progress towards becoming knowledge-centric. On the basis of research, the chapter identifies the primary characteristics of a knowledge-centric organization, and the tools and techniques necessary for knowledge-centric organizational development.

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