• Summary
  • Contents
  • Subject index

`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

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.

—Benjamin Franklin

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 ...

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