Understanding the Knowledgeable Organization

Understanding the Knowledgeable Organization looks at what it means to be a ?knowledgeable organization? by exploring six key areas that significantly affect an organization?s ability to turn knowledge resources into real value and to operate efficiently. Unlike many others, this book combines conceptual understanding with practical application, and shows how the different aspects of the subject relate to one another. The authors use explicit links to other business and management studies subject areas, and present a holistic understanding of the subject area, exploring the wide range of tools and techniques available and showing clearly the interdependencies throughout the subject area.

Christine van Winkelen is a Member of Associate Faculty at Henley Management College and also an Associate Lecturer with the Open University Business School and an external tutor with the University of Durham Business School.

List of figures

x

List of tables

xiii

Foreword by Leif Edvinsson

xv

Introduction

1

(12)

Knowledge, knowledge management and the knowledge economy

4

(2)

Six areas of competence needed by the Knowledgeable Organization

6

(4)

Integrating six areas of competence into an holistic view of managing knowledge for value

10

(1)

References

11

(2)

1 First Competence Area: Competing

13

(42)

Introduction

13

(1)

How can knowledge be a source of competitive advantage?

14

(8)

Paying attention to creating new knowledge: knowledge exploration

22

(11)

Paying attention to existing knowledge: knowledge exploitation

33

(12)

Two sources of tension make it difficult to simultaneously exploit existing knowledge and create new knowledge

45

(2)

Resolve the tension through structure, competence and commitment

47

(5)

References

52

(3)

2 Second Competence Area: Deciding

55

(39)

Introduction

55

(1)

How do we make decisions?

56

(11)

Paying attention to the diversity of information and knowledge that we use for decision-making

67

(5)

Paying attention to aligning decisions

72

(11)

People, power and politics are sources of tension between diversity and alignment

83

(1)

Resolve the tension through leadership

84

(7)

References

91

(3)

3 Third Competence Area: Learning

94

(37)

Introduction

94

(2)

What is learning?

96

(7)

Paying attention to individual learning

103

(7)

Paying attention to organizational learning

110

(7)

Knowledge stickiness is a source of tension between individual and organizational learning

117

(3)

Resolve the tension through communities of practice

120

(8)

References

128

(3)

4 Fourth Competence Area: Connecting

131

(46)

Introduction

131

(4)

How can knowledge be a source of influence?

135

(13)

Paying strategic attention to 'outside-in' knowledge flows

148

(7)

Paying strategic attention to 'inside-out' knowledge flows

155

(10)

Dynamically adjusting knowledge flows in both directions is a source of tension

165

(3)

Resolve the tension through adapting boundary permeability to suit environmental turbulence

168

(6)

References

174

(3)

5 Fifth Competence Area: Relating

177

(58)

Introduction

177

(3)

How does the way we relate impact intelligence potential?

180

(26)

Paying attention to close relationship ties

206

(12)

Paying attention to loose relationship connections

218

(5)

Resolve the tension through developing collaborative expertise as a competitive capability

223

(9)

References

232

(3)

6 Sixth Competence Area: Monitoring

235

(42)

Introduction

235

(2)

How can we monitor the current and potential value of knowledge?

237

(11)

Paying attention to gaining insight into current intellectual capital performance

248

(9)

Paying attention to developing foresight and our capability to adapt to change

257

(8)

Balancing stability and change is a source of tension

265

(1)

Reduce the tension by comprehensively monitoring organizational learning capacity

266

(8)

References

274

(3)

7 Taping an Overview: Integrating

277

(50)

Introduction

277

(1)

Handling paradox

278

(4)

Paying attention to reframing the internal priorities

282

(10)

Where Xerox went wrong

292

(3)

Paying attention to reframing the external dynamics

295

(13)

How Xerox worked effectively with internal and external tensions

308

(8)

Integrating twelve conflicting forces is another source of tension

316

(1)

Resolve the tension through developing intellectual complexity

317

(5)

Synthesis: integrating cycles of knowledge capabilities

322

(3)

References

325

(2)

Index

327

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Understanding the Knowledgeable Organization Nurturing Knowledge Competence

Summary

Author Biography

Table of Contents

Supplemental Materials