The knowledge entrepreneurship challenge: Moving on from knowledge sharing to knowledge creation and exploitation

Abstract

While many organisations have embraced a succession of management fads, general training and knowledge management initiatives, there is evidence these have failed to equip key work groups with specific knowledge, pragmatic skills and practical tools they need to become more effective. In particular, changes are not making it easier for people dealing with customers, clients or citizens to do a better job or deliver more bespoke responses to individual requirements.

Citation

Coulson‐Thomas, C. (2004), "The knowledge entrepreneurship challenge: Moving on from knowledge sharing to knowledge creation and exploitation", The Learning Organization, Vol. 11 No. 1, pp. 84-93. https://doi.org/10.1108/09696470410515742