For performance through learning, knowledge management is the critical practice

For performance through learning, knowledge management is the critical practice 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. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Learning Organization Emerald Publishing

For performance through learning, knowledge management is the critical practice

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Publisher
Emerald Publishing
Copyright
Copyright © 2005 Emerald Group Publishing Limited. All rights reserved.
ISSN
0969-6474
DOI
10.1108/09696470510583511
Publisher site
See Article on Publisher Site

Abstract

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.

Journal

The Learning OrganizationEmerald Publishing

Published: Apr 1, 2005

Keywords: Knowledge management; Learning organizations; Performance management

References

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