As explained by Blake (1998), the purpose of knowledge management is to capture a company’s collective expertise and distribute it to ‘wherever it can achieve the biggest payoff’. This is in accordance with the resource-based view of the firm which, as argued by Grant (1991), suggests that the source of competitive advantage lies within the firm (ie in its people and their knowledge), not in how it positions itself in the market. Trussler (1998) comments that ‘the capability to gather, lever, and use knowledge effectively will become a major source of competitive advantage in many businesses over the next few years’. A successful company is a knowledge-creating company.
Knowledge management is about getting knowledge from those who have it to those who need it in order to improve organizational effectiveness. In the information age, knowledge rather than physical assets or financial resources is the key to competitiveness. In essence, as pointed out by Mecklenberg et al (1999), ‘Knowledge management allows companies to capture, apply and generate value from their employees’ creativity and expertise’.
Knowledge management is about getting knowledge from those who have it to those who need it in order to improve organizational effectiveness. In the information age, knowledge rather than physical assets or financial resources is the key to competitiveness. In essence, as pointed out by Mecklenberg et al (1999), ‘Knowledge management allows companies to capture, apply and generate value from their employees’ creativity and expertise’.
No comments:
Post a Comment