TY  - JOUR
AB  - This paper defines the agile enterprise as one which is able to both manage and apply knowledge effectively, and suggests that value from either capability is impeded if they are not in balance. It looks at the application of knowledge as requiring a change, and overviews a body of analytical work on change proficiency in business systems and processes. It looks at knowledge management as a strategic portfolio management responsibility based on learning functionality, and shares knowledge and experience in organizational collaborative learning mechanisms. It introduces the concept of plug‐compatible knowledge packaging as a means for increasing the velocity of knowledge diffusion and the likelihood of knowledge understood at the depth of insight. Finally, it reviews a knowledge portfolio management and collaborative knowledge development architecture used successfully in a sizable cross‐industry informal‐consortia activity, and suggests that it is a good model for a corporate university architecture.
VL  - 3
IS  - 1
SN  - 1367-3270
DO  - 10.1108/13673279910259367
UR  - https://doi.org/10.1108/13673279910259367
AU  - Dove Rick
PY  - 1999
Y1  - 1999/01/01
TI  - Knowledge management, response ability, and the agile enterprise
T2  - Journal of Knowledge Management
PB  - MCB UP Ltd
SP  - 18
EP  - 35
Y2  - 2024/04/24
ER  -