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Utilizing knowledge transfer and retention concepts to recognize, maintain, and reclaim embedded knowledge can help organizations become more efficient with their knowledge. Organizational learning theories and knowledge management practices can be applied to organizational design and leadership decisions.
Knowledge management (KM) is the set of procedures for producing, disseminating, utilizing, and overseeing an organization's knowledge and data.It alludes to a multidisciplinary strategy that maximizes knowledge utilization to accomplish organizational goals.
Complexity theory also relates to knowledge management (KM) and organizational learning (OL). "Complex systems are, by any other definition, learning organizations." [18] Complexity Theory, KM, and OL are all complementary and co-dependent. [18] “KM and OL each lack a theory of how cognition happens in human social systems – complexity ...
Before starting to use knowledge management as a theoretical frame there was only know-how about thinking with knowledge. The most important key factor of knowledge management is recognizing tacit and explicit knowledge. [6] Open communication between leadership and membership [7] consists of being able to demonstrate face-to-face dialogue ...
The SECI model of knowledge dimensions (or the Nonaka-Takeuchi model) is a model of knowledge creation that explains how tacit and explicit knowledge are converted into organizational knowledge. The aim is to change the explicit knowledge of the model back into the tacit knowledge of the employees. [ 1 ]
Knowledge management systems (software) include a range of about 1,500 or more different approaches to collect and contain information to then build knowledge that can be searched through specialised search tools. These include concept building tools and/or visual search tools that present information in a connected manner not originally ...
The knowledge-based theory of the firm, or knowledge-based view (KBV), considers knowledge as an essentially important, scarce, and valuable resource in a firm. [1] [2] According to the knowledge-based theory of the firm, the possession of knowledge-based resources, known as intellectual capital, is essential in dynamic business environments. [3]
Leader development is described as one aspect of the broader process of leadership development (McCauley et al., 2010). Leadership development is defined as the expansion of a group's capacity to produce direction, alignment, and commitment (McCauley et al.), in contrast to leader development which is the expansion of a one's ability to be effective in leadership roles and processes.