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Learning and process improvement in knowledge organizations: a critical analysis of four contemporary myths

Learning and process improvement in knowledge organizations: a critical analysis of four... Discusses the concepts of knowledge, information and data. Analyses the concept of knowledge organizations with the focus on its reliance on knowledge workers and intense information flow. Based on the previous discussion, critically analyses four contemporary myths: (1) process improvement should focus on activities; (2) process improvement should itself be a top‐down process; (3) organizations should be learning systems; and (4) fragmentation should be avoided. Argues that these myths are particularly deceiving and potentially dangerous owing to their incompatibility with the concept of knowledge organizations and the way these organizations operate. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png The Learning Organization Emerald Publishing

Learning and process improvement in knowledge organizations: a critical analysis of four contemporary myths

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References (22)

Publisher
Emerald Publishing
Copyright
Copyright © 1996 MCB UP Ltd. All rights reserved.
ISSN
0969-6474
DOI
10.1108/09696479610106790
Publisher site
See Article on Publisher Site

Abstract

Discusses the concepts of knowledge, information and data. Analyses the concept of knowledge organizations with the focus on its reliance on knowledge workers and intense information flow. Based on the previous discussion, critically analyses four contemporary myths: (1) process improvement should focus on activities; (2) process improvement should itself be a top‐down process; (3) organizations should be learning systems; and (4) fragmentation should be avoided. Argues that these myths are particularly deceiving and potentially dangerous owing to their incompatibility with the concept of knowledge organizations and the way these organizations operate.

Journal

The Learning Organization – Emerald Publishing

Published: Mar 1, 1996

Keywords: BPR; Knowledge‐based systems; Learning organizations; Myths

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