The Knowledge‐Based Organization: An International Survey

Rory L. Chase

219 citations0/0 files storedJournal of Knowledge Management

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Innovation and Knowledge Management Management and Organizational Practices Knowledge Management and Sharing

Abstract

An international survey, sponsored by the Journal of Knowledge Management in association with the Best Practice Club™ and The Benchmarking Exchange, sought to explore the drivers and approaches to creating knowledge‐based organizations from the viewpoint of those practitioners who are actually responsible for implementing Knowledge Management as a business strategy. Three major conclusions have emerged from the study. Whilst organizations recognize the importance of creating, managing and transferring knowledge, so far they have been unable to translate this competitive need into organizational strategies. Secondly, successful Knowledge Management implementation is mainly linked to “soft” issues, such as organizational culture and people. Finally, most organizations are struggling to effectively use Knowledge Management tools and techniques. The study reveals that although most of the survey group understood the commercial or institutional imperative to implement Knowledge Management as an organizational strategy, few benchmarks of best practice have yet to emerge.

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References

1995The Knowledge-Creating Company 1997The Knowledge-creating company: How Japanese companies create the dynamics of innovation 1998Intellectual capital: The new wealth of organizations 1997The New Organizational Wealth: Managing and Measuring Knowledge-Based Assets 1996Wellsprings of knowledge: building and sustaining the sources of innovation 1998Sense‐making theory and practice: an overview of user interests in knowledge seeking and use 1996Wellsprings of knowledge: Building and sustaining the sources of innovation 1997Knowledge Management: An Emerging Discipline with a Long History

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