Developing a corporate learning strategy

Abstract

Many approaches to knowledge management focus excessively upon sharing an existing stock of knowledge and pay inadequate attention to determining and developing the new knowledge required for achieving priority objectives. This article considers the contribution of corporate learning strategies to knowledge creation. A survey of the experience of 69 significant organisations suggests training and development inputs are not leading to intellectual capital outputs. As the proportion of final value delivered to customers represented by "know-how" continues to increase, companies need to put more emphasis upon knowledge creation and recruit or develop knowledge entrepreneurs.

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