Knowledge management as a full-grown discipline: A framework for a universal approach to knowledge management

  • G. J. van der Pijl
  • W. H. P. van Boven


In the contemporary literature on organization and business economics there is an increasing focus on the role of knowledge in organizations. Following on from the industrial revolution and the production revolution a third transformation in the economy is at this moment taking place, i. e. the management revolution (Drucker P.F., 1993). In the management revolution knowledge has become the primary production factor instead of just one of a number of factors. In the knowledge economy, the value of an organization is no longer derived from things, but from knowledge, know-how, intellectual assets and competencies to be found in individual staff members (Hamel G. and Prahalad C.K., 1996). Apart from efficiency, quality and flexibility organizations also need to concentrate on innovation. Innovation requires learning and this is why organizations must be able to retain the experiences gained as ‘knowledge’. A need arises for the ‘learning organization’ (Senge P.M., 1990). Individual staff members can learn by improving and renewing (Argyris C., 1992). This does not yet result in organizational learning, however. For the purpose of learning at the organizational level, (Nonaka & Takeuchi H., 1995). In the Knowledge creation model implicit knowledge is made explicit whereby the knowledge is more easily shared.


Knowledge Management Knowledge Source Actual Knowledge Strategic Management Journal Universal Approach 


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Copyright information

© Springer-Verlag/Wien 1998

Authors and Affiliations

  • G. J. van der Pijl
    • 1
  • W. H. P. van Boven
    • 2
  1. 1.Tilburg UniversityThe Netherlands
  2. 2.KPMG EDP AuditorsThe Netherlands

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