Knowing-doing gap : how smart companies turn knowledge into action
Material type:
TextPublication details: Harvard Business School P. BostonUS 2000Description: xv, [3], 314 pAction note: - 9/26/01 TESSA_H
| Item type | Current library | Call number | Status | Barcode | |
|---|---|---|---|---|---|
| Monograph | CARICOM Documentation Centre | LRC 18.01.01 P524 (Browse shelf(Opens below)) | Available | 0000000017799 |
Aims to help organizations to convert knowledge into practice. Looks at how talk e.g. planning, presentations, meetings, substitutes for action. Explores the trap of organizational precedence that blocks examination of the past, and the use of knowledge to forge new ways forward. Shows how fear, distrust, internal competition, and using flawed measurement instruments, undermine an organization's ability to translate knowledge into action. Cites examples of firms that have surmounted the knowing-doing gap, and provides 8 guidelines for addressing the problem.
9/26/01 TESSA_H
There are no comments on this title.