`This body of knowlege should be of interest to human resource management specialists. ...[and] to those who are interested in developing their knowledge and understanding of corporate learning and what a learning organisations is. Indeed, [it]... will appeal ...to academics as it offers a useful introduction ....and offers some pointers for devising human resource management strategies' - Peter Trim, University of London, British Academy of Management News `Drs Richard C Huseman and Jon P Goodman set forth a strategic model for conceptualizing and leveraging knowledge that is invaluable for executives who want to capture, share, and leverage the power of knowledge assets.' - Thomas Sattelberger, Corpora
Chapter 9: Conceptualizing and Leveraging Knowledge
Conceptualizing and Leveraging Knowledge
If a man empties his purse into his head, no one can take it away from him. An investment in knowledge always pays the best interest.
In this chapter, we set forth a model for conceptualizing and leveraging knowledge. The model grew out of our review of what has been written about knowledge, conversations with professionals who deal on a daily basis with knowledge issues, and the results of our national survey.
At the heart of the model is vision. A clear vision is the major prerequisite to understanding and implementing the four phases of the model. Understanding the value of a knowledge organization requires a different mind-set, a different set of values, and a different way of measuring ...