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Greater Phoenix as a knowledge capital

Greater Phoenix as a knowledge capital Aims to provide a strategic perspective for professionals and practitioners to better understand necessary elements are for building a successful knowledge capital and to demonstrate how holding conversations with key leadership evokes viewpoints and relevant information to take into account. The paper maps out a strategic perspective of the major elements of a knowledge capital and then integrates a series of conversational interviews with regional leaders who have backgrounds in policy, journalism, and technology. The conceptual scope of the paper dealt with mapping out essential principals and practices for the creation of knowledge capitals in general. The particular focus of the paper was on the Greater Phoenix region and the specific efforts underway there to transition into becoming a knowledge capital. The results are an integrated approach delineating the necessary perspective for developing a knowledge capital and a set of views from significant leadership of a region on what its problems are in becoming a knowledge capital and what can be done to achieve that status. The paper finds that there tends to be a split between those people interested in developing and implementing a strategy for knowledge capitals and those concerned with the transforming existing organizations to become knowledge‐based enterprises. The broader reality is that both efforts need to be co‐joint and co‐equal if a region is to become a true knowledge capital over time. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Knowledge Management Emerald Publishing

Greater Phoenix as a knowledge capital

Journal of Knowledge Management , Volume 8 (5): 12 – Oct 1, 2004

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References (5)

Publisher
Emerald Publishing
Copyright
Copyright © 2004 Emerald Group Publishing Limited. All rights reserved.
ISSN
1367-3270
DOI
10.1108/13673270410558783
Publisher site
See Article on Publisher Site

Abstract

Aims to provide a strategic perspective for professionals and practitioners to better understand necessary elements are for building a successful knowledge capital and to demonstrate how holding conversations with key leadership evokes viewpoints and relevant information to take into account. The paper maps out a strategic perspective of the major elements of a knowledge capital and then integrates a series of conversational interviews with regional leaders who have backgrounds in policy, journalism, and technology. The conceptual scope of the paper dealt with mapping out essential principals and practices for the creation of knowledge capitals in general. The particular focus of the paper was on the Greater Phoenix region and the specific efforts underway there to transition into becoming a knowledge capital. The results are an integrated approach delineating the necessary perspective for developing a knowledge capital and a set of views from significant leadership of a region on what its problems are in becoming a knowledge capital and what can be done to achieve that status. The paper finds that there tends to be a split between those people interested in developing and implementing a strategy for knowledge capitals and those concerned with the transforming existing organizations to become knowledge‐based enterprises. The broader reality is that both efforts need to be co‐joint and co‐equal if a region is to become a true knowledge capital over time.

Journal

Journal of Knowledge ManagementEmerald Publishing

Published: Oct 1, 2004

Keywords: Knowledge management; Human capital

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