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Knowledge management, response ability, and the agile enterprise

Knowledge management, response ability, and the agile enterprise This paper defines the agile enterprise as one which is able to both manage and apply knowledge effectively, and suggests that value from either capability is impeded if they are not in balance. It looks at the application of knowledge as requiring a change, and overviews a body of analytical work on change proficiency in business systems and processes. It looks at knowledge management as a strategic portfolio management responsibility based on learning functionality, and shares knowledge and experience in organizational collaborative learning mechanisms. It introduces the concept of plug‐compatible knowledge packaging as a means for increasing the velocity of knowledge diffusion and the likelihood of knowledge understood at the depth of insight. Finally, it reviews a knowledge portfolio management and collaborative knowledge development architecture used successfully in a sizable cross‐industry informal‐consortia activity, and suggests that it is a good model for a corporate university architecture. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Knowledge Management Emerald Publishing

Knowledge management, response ability, and the agile enterprise

Journal of Knowledge Management , Volume 3 (1): 18 – Mar 1, 1999

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References (27)

Publisher
Emerald Publishing
Copyright
Copyright © 1999 MCB UP Ltd. All rights reserved.
ISSN
1367-3270
DOI
10.1108/13673279910259367
Publisher site
See Article on Publisher Site

Abstract

This paper defines the agile enterprise as one which is able to both manage and apply knowledge effectively, and suggests that value from either capability is impeded if they are not in balance. It looks at the application of knowledge as requiring a change, and overviews a body of analytical work on change proficiency in business systems and processes. It looks at knowledge management as a strategic portfolio management responsibility based on learning functionality, and shares knowledge and experience in organizational collaborative learning mechanisms. It introduces the concept of plug‐compatible knowledge packaging as a means for increasing the velocity of knowledge diffusion and the likelihood of knowledge understood at the depth of insight. Finally, it reviews a knowledge portfolio management and collaborative knowledge development architecture used successfully in a sizable cross‐industry informal‐consortia activity, and suggests that it is a good model for a corporate university architecture.

Journal

Journal of Knowledge ManagementEmerald Publishing

Published: Mar 1, 1999

Keywords: Agility; Change proficiency; Collaborative learning; Knowledge management

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