Access the full text.
Sign up today, get DeepDyve free for 14 days.
Joseph Firestone, M. McElroy (2003)
Key Issues in the New Knowledge Management
L. Baird, J. Henderson (2001)
The Knowledge Engine: How to Create Fast Cycles of Knowledge-to-Performance and Performance-to-Knowledge
Carol Gorelick, N. Milton, K. April (2004)
Performance Through Learning: Knowledge Management in Practice
Shoshana Zuboff (1988)
In the Age of the Smart Machine
M. McElroy (2002)
The New Knowledge Management
D. Schwandt, M. Marquardt, Betty Beene (2000)
Organizational learning : from world-class theories to global best practices
R. Cross, S. Borgatti, A. Parker
Making invisible work visible: using social network analysis to support human networks
V. Allee (1997)
The Knowledge Evolution: Expanding Organizational Intelligence
E. Wenger, W. Snyder (2002)
Cultivating Communities of Practice: A Guide to Managing Knowledge
M. McElroy (2002)
The New Knowledge Management: Complexity,Learning,and Sustainable Innovation
E. Schein (1993)
On Dialogue, Culture, and Organizational LearningReflections: The Sol Journal, 4
T. Parsons (1953)
The Social System
Nancy Carlson (2001)
Common Knowledge: How Companies Thrive by Sharing What They KnowJournal of Adult Education, 29
C. Choo
The FIS Knowledge Management Institute Session Presentations
Rob Cross, S. Borgatti, Andrew Parker (2002)
Making Invisible Work Visible: Using Social Network Analysis to Support Strategic CollaborationCalifornia Management Review, 44
Purpose – This paper proposes that knowledge management is a system that integrates people, process and technology for sustainable results by increasing performance through learning. Definitions of knowledge, knowledge management and performance serve as a foundation. Design/methodology/approach – The model for the knowledge era proposed in this paper is that sustained results require learning to be integrated in every activity, and that event‐based training does not, by definition, result in integrated learning. As an equation, it is a multiplicative function: Results = Performance × Learning. In this model, if learning is eliminated over time, results will become zero. Alternatively, if direct effort is put into creating conditions for learning, results can increase exponentially, creating competitive advantage. Findings – The paper concludes that knowledge management is not done. It proposes that for sustainable performance it is not sufficient to measure economic results. Performance seen through the lens of the triple bottom line (profit, people, and planet) will require significant investment in learning to create intellectual capital. Originality/value – Theory is demonstrated in practice, describing a successful large‐scale/ high‐impact change initiative at Unilever that did contribute to Unilever's goals and results.
The Learning Organization – Emerald Publishing
Published: Apr 1, 2005
Keywords: Knowledge management; Learning organizations; Performance management
Read and print from thousands of top scholarly journals.
Already have an account? Log in
Bookmark this article. You can see your Bookmarks on your DeepDyve Library.
To save an article, log in first, or sign up for a DeepDyve account if you don’t already have one.
Copy and paste the desired citation format or use the link below to download a file formatted for EndNote
Access the full text.
Sign up today, get DeepDyve free for 14 days.
All DeepDyve websites use cookies to improve your online experience. They were placed on your computer when you launched this website. You can change your cookie settings through your browser.