Businesses have to go through constant innovations on management, and innovation principles must be acquired through constant learning. Learning principles are realized through knowledge and wisdom sharing with colleagues, clients, and others in such learning activities as instruction, sharing,...

Professionalism still is on the way up. However, the working methods of managers and professionals do not develop at the same pace. Professionals often seek out their workplace within an organisation but then proceed to act as soloists, which makes fragmentation, mediocrity and non‐commitment...

Despite several years of hearty media and academic interest, for most people “knowledge management” still remains an ill‐defined and woolly concept. The problem may be that knowledge management proponents have usually focused on either the minutiae of implementation ‐ intranets and data...

In this summary of the key speakers at the Strategic Leadership Forum's 1999 Conference, the author poses answers to a number of questions:What does the year 2000 mean for business enterprises? Is it a turning point in any sense beyond a calendar? What are the key uncertainties facing business...

Discusses how to manage knowledge and states that it is managers themselves who seem to have taken on this mantle. Describes management as supplying knowledge to find out how existing knowledge can best be applied to produce results. Posits that the term, knowledge management, while accurately...

Contends that managing intellectual capital is an important means of increasing returns on physical assets and, potentially, a way to create unmatchable competitive advantage. Discusses, in depth, the knowledge economy, the knowledge company and the knowledge worker. Uses a figure for added...

Discusses a survey, carried out by Cranfield School of Management for the Xerox Corporation, of senior executives in 100 large and medium‐sized companies in the UK, Germany, France, Ireland, Benelux and Scandinavia. Used face‐to‐face interviews, review of academic and specialist...

Concentrates on the concept of tacit knowledge and believes that its role within organizations is underestimated and its effects, for both good and ill, seriously misunderstood. States that, in a business context, tacit knowledge exists at two levels: individual level and organizational level....