Explain why 'knowledge managem

Thus, the organisation’s external environment feeds and expands on the wave of different forms of innovative knowledge creation. This requires the organisation to adopt a method of metamorphosing; pulling at its stores of knowledge to create an inimitable competitive edge.

Nonaka (1991) states; “In an economy where the only certainty is uncertainty, the one sure source of lasting competitive advantage is knowledge... Successful companies are those that consistently create new knowledge, disseminate it widely throughout the organization, and quickly embody it in new technologies and products.”

Neef, D. (1999). “Management Decision” MCB University Press, 72-78.

Within the new environment, new technologies, communication, and internal and external knowledge must be woven together in a dynamic and seamless thread that creates a highly flexible organisation. Responses to changing markets and new trends must be performed in an organic, natural way, by drawing from a central depository of the organisation’s existing knowledge in order to create new knowledge and innovation.

Filius et al (2000) provide a framework for this whereby KM is aligned (as a knowledge strategy) with the organisation’s business strategy involving (1) the assessment of knowledge based assets; and (2) building, sustaining or divesting knowledge based assets. Knowledge creation is thus considered an intellectual asset, to be built and invested within the organisation.

Soliman et al (1999) suggest a rigid method of HR executive execution, which seems consistent with a “hard” version of the HRM model. Lloyd (1999) provides a more human definition of what is required by stating, “the characteristics and challenges of the chief knowledge officer/ chief learning officer should include, interpersonal/communication skills; passionate visionary leadership; business acumen; strategic thinking skills; championship of change with the ability to withstand ambiguity and uncertainty; and collaborative skills.

Some topics in this essay:
Units SBUs, Nonaka Takeuchi, Knowledge Management, Organisation HPWO, Soliman Spooner, Storey Quintas, Scarbrough Carter, University Press, Carter Scarbrough, Moreover HR, university press, mcb university, mcb university press, human resources, human resource, human resource management, resource management, knowledge management, “lessons learned”, et al, soliman et al, carter scarbrough, et al 1999, business strategy, management” mcb university,