Skip to main content

Introduction

  • Chapter

Abstract

An agricultural expert visited a small mid-west community to give a lecture on state-of-the-art farming tools and techniques. All but one of the local farmers attended. Several days later, one of the attending farmers asked the one stubborn farmer why he did not come to the lecture. The old fellow replied, “I already know how to farm a lot better than I do.”

This is a preview of subscription content, log in via an institution.

Buying options

Chapter
USD   29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD   34.99
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD   44.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Learn about institutional subscriptions

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  • APQC Member Teleconference: Six Sigma and KM—Exploring the potential of two powerful disciplines. Presented in 2007. Accessed via Web site (www.apqc.org) July 24, 2007.

    Google Scholar 

  • APQC, previously known as the American Productivity & Quality Center, is a member-based nonprofit worldwide organization with about 500 corporate members. It conducts research, develops benchmarking data, and disseminates learning about best practices in the areas of knowledge management and process improvement. These periodic member teleconferences support that agenda.

    Google Scholar 

  • Brown, J.S., and P. Duguid. (1998). Organizing knowledge. California Management Review 3: 90–111.

    Article  Google Scholar 

  • This paper was written at a time when some argued that the new information economy would sweep away many traditional organizations such as the press, media, universities, and even governments and nations. The authors counter that many such organizations will adapt and propose an organizational architecture for organizational knowledge management.

    Google Scholar 

  • Davenport, T.H. (1997). Information ecology. New York, Oxford University Press.

    Google Scholar 

  • Davenport offers a holistic view of the information and knowledge environment, explaining why technology is insufficient to address the broader needs of dynamic organizations in today’s environment. Davenport, T.H., D.W. DeLong et al. (1998). Successful knowledge management projects. Sloan Management Review 39(2): 43–57.

    Google Scholar 

  • The authors describe several successful knowledge management initiatives then summarize a set of factors influencing success including; linkage to economic performance or industry value, technological (IT) and organizational (roles and groups responsible for knowledge management) infrastructure, standard yet flexible knowledge structures, and a knowledge-friendly culture.

    Google Scholar 

  • Davenport, T.H., and L. Prusak. (1998). Working knowledge: How organizations manage what they know. Boston, Harvard Business School Press.

    Google Scholar 

  • This book is among the most practical of the academic books on the subject. It offers real insight to real-world issues and opportunities with respect to improving organizational knowledge management.

    Google Scholar 

  • FAA Aerospace Forecast, 2006–2017 (2006). www.faa.gov/data_statistics. This recurring forecast provides insights to trends across the aviation industry

    Google Scholar 

  • Leonard, D., and S. Sensiper. (1998). The role of tacit knowledge in group innovation. California Management Review 40(3) (Spring): 112–131.

    Article  Google Scholar 

  • Innovation, the source of sustained advantage for most companies, depends upon the individual and collective expertise of employees. Some of this expertise is captured and codified in software, hardware, and processes. Yet tacit knowledge also underlies many competitive capabilities—a fact driven home to some companies in the wake of aggressive downsizing, when undervalued knowledge walked out the door.

    Google Scholar 

  • Mailloux, E.N. (1989). Engineering information systems. Annual review of information science and technology. M.E. Williams, ed. Amsterdam, The Netherlands, Elsevier Science: 239–266.

    Google Scholar 

  • Merriam-Webster’s Collegiate Dictionary (2003). Eleventh Edition, Merriam-Webster, Incorporated, Springfield Massachusetts.

    Google Scholar 

  • Mintzberg, H. (1979). The structuring of organizations. Englewood Cliffs, NJ, Prentice-Hall.

    Google Scholar 

  • This is an excellent source for understanding the practical dimensions of organization structure, what should drive it, and how to optimize it for the specific nature of the work the organization is trying to accomplish.

    Google Scholar 

  • O’Dell, C., and C.J. Grayson. (1998a). If only we knew what we know: identification and transfer of internal best practices. California management Review 40 (3) (Spring): 154–173.

    Article  Google Scholar 

  • According to O’Dell and Grayson, Junkins and Platt recognized early what many other managers are just beginning to realize: that inside their own organizations lies, unknown and untapped, a vast treasure house of knowledge, know-how, and best practices. If tapped, this information could drop millions to the bottom line and yield huge gains in speed, customer satisfaction, and organizational competence.

    Google Scholar 

  • Pinelli, T.E., R.O. Barclay et al. (1997). Knowledge diffusion in the U.S aerospace industry. London, Ablex Publishing.

    Google Scholar 

  • This two-volume book presents the results of a ten-year study to examine knowledge diffusion as a source of innovation across the aerospace industry. The study was particularly interested in understanding how government funded research and development results found their way into the industrial complex.

    Google Scholar 

  • Polanyi, M. (1967). The tacit dimension. New York, Doubleday & Company. Polanyi, a scientist turned philosopher, wrote this small book of less than 100 pages in a 4 inches by 7 inches that is often cited as the first published usage of the notion of tacit knowing. Polanyi described tacit knowing as knowing more than one is capable of describing. For example, we can recognize a person’s mood by looking at their face but can describe only vaguely what we see that gives us that insight.

    Google Scholar 

  • Prusak, L. (1997). Knowledge in organizations. Boston, ButterworthHeinemann.

    Google Scholar 

  • Prusak argues that leaders have been quick to acknowledge the importance of knowledge to organizational success but lack completely any notion of how to manage that capability. He proceeds to describe techniques and approaches that have been beneficial.

    Google Scholar 

  • Quintas, P.R., K. Ruikar, C. Anumba, A. Al-Ghassani, C. Egbu, E. Kurul, and V.J. Hutchinson. (2004). Techniques and technologies for knowledge management in UK construction. Proceedings of the 1st International Conference on Construction Project Management. Toronto, Canada.

    Google Scholar 

  • Scarborough, H., and J. Swan. (1999). Case studies in knowledge management. London, Institute of Personnel Development.

    Google Scholar 

  • This review of several case studies offers insights into practical issues and challenges when deploying knowledge management projects.

    Google Scholar 

  • Zack, M.H. (1999). Developing a knowledge strategy. California Management Review 4(3): 125–145.

    Article  Google Scholar 

  • Zack asserts that while most organizations focus on the management of explicit knowledge, a smaller number of organizations are finding relatively greater success when they take actions that foster the use of tacit knowledge.

    Google Scholar 

Download references

Authors

Copyright information

© 2009 Jerry L. Wellman

About this chapter

Cite this chapter

Wellman, J.L. (2009). Introduction. In: Organizational Learning. Palgrave Macmillan, New York. https://doi.org/10.1057/9780230621541_1

Download citation

Publish with us

Policies and ethics