It is observed that concepts of a learning organization and of knowledge management intended to better utilize the intellectual assets of a business enterprise in supporting continuous improvement and innovation are appealing in principle, but difficult to implement in practice. A significant repertoire of competencies and practices must be acquired or refined, which takes investment and time. A need for performance measurement to demonstrate benefits is also noted. Two case studies illustrate some issues and strategies associated with the implementation of knowledge‐oriented improvement processes. Some “maps” to assist in understanding an enterprise's current position and what may be encountered on the journey ahead are presented.
Beckett, R. (2004), "Stimulating and evolving knowledge‐oriented improvement processes in a business enterprise", Journal of Manufacturing Technology Management, Vol. 15 No. 4, pp. 325-334. https://doi.org/10.1108/17410380410535026Download as .RIS
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