For performance through learning, knowledge management is the critical practice

Purpose - This paper proposes that knowledge management is a system that integrates people, process and technology for sustainable results by increasing performance through learning. Definitions of knowledge, knowledge management and performance serve as a foundation.Design methodology approach - Th...

Full description

Saved in:
Bibliographic Details
Published in:The learning organization 2005-01, Vol.12 (2), p.125-139
Main Authors: Gorelick, Carol, Tantawy-Monsou, Brigitte
Format: Article
Language:English
Subjects:
Brand loyalty
Business models
Business process reengineering
Case studies
Collaboration
Competitive advantage
Corporate culture
Definitions
Discipline
Diversified companies
Educational Technology
Executive Function
Executive information systems
Explicit knowledge
Information Systems
Information Transfer
Initiatives
Innovations
Integrated Activities
Job Performance
Knowledge Management
Learning
Learning Activities
Learning organizations
Learning Processes
Management Systems
Measurement Techniques
Organizational learning
Organizations (Groups)
Performance management
Sustainability
Systems Approach
Teams
Technology
Theory Practice Relationship
Total Quality Management
Training
Citations: Items that this one cites
Items that cite this one
Online Access:Get full text
Tags: Add Tag
No Tags, Be the first to tag this record!
Description
Summary:Purpose - This paper proposes that knowledge management is a system that integrates people, process and technology for sustainable results by increasing performance through learning. Definitions of knowledge, knowledge management and performance serve as a foundation.Design methodology approach - The model for the knowledge era proposed in this paper is that sustained results require learning to be integrated in every activity, and that event-based training does not, by definition, result in integrated learning. As an equation, it is a multiplicative function: Results = Performance × Learning. In this model, if learning is eliminated over time, results will become zero. Alternatively, if direct effort is put into creating conditions for learning, results can increase exponentially, creating competitive advantage.Findings - The paper concludes that knowledge management is not done. It proposes that for sustainable performance it is not sufficient to measure economic results. Performance seen through the lens of the triple bottom line (profit, people, and planet) will require significant investment in learning to create intellectual capital.Originality value - Theory is demonstrated in practice, describing a successful large-scale high-impact change initiative at Unilever that did contribute to Unilever's goals and results.
ISSN:0969-6474
1758-7905
DOI:10.1108/09696470510583511