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References (9)
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C. Coulson-Thomas (2003)
The Knowledge Entrepreneur: How Your Business Can Create, Manage and Profit from Intellectual Capital -
C. Coulson‐Thomas, C. Kennedy, O'Connor
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C. Kennedy
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C. Coulson‐Thomas
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C. Coulson-Thomas (2001)
Shaping things to come: strategies for creating alternative enterprisesIndustrial and Commercial Training, 33
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C. Coulson‐Thomas
Developing a Corporate Learning Strategy, the Key Knowledge Management Challenge for the HR Function -
Sarah Perrin (2000)
Managing Intellectual Capital to Grow Shareholder Value
- Publisher
- Emerald Publishing
- Copyright
- Copyright © 2004 Emerald Group Publishing Limited. All rights reserved.
- ISSN
- 0969-6474
- DOI
- 10.1108/09696470410515742
- Publisher site
- See Article on Publisher Site
Abstract
While many organisations have embraced a succession of management fads, general training and knowledge management initiatives, there is evidence these have failed to equip key work groups with specific knowledge, pragmatic skills and practical tools they need to become more effective. In particular, changes are not making it easier for people dealing with customers, clients or citizens to do a better job or deliver more bespoke responses to individual requirements.
Journal
The Learning Organization – Emerald Publishing
Published: Feb 1, 2004
Keywords: Knowledge management; Organizations; Training