It’s not what you know, it’s what your organization knows: Is knowledge management a strategic enabler?

Abstract

Purpose

This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

There is a person in every office of any organization you could mention − let us call her Doris − who is the go-to manager for almost any query or problem that arises. Doris is a very good manager − she is on top of her work, is approachable and helpful and has some good ideas about how the organization should be run. Doris has also been there longer than any other middle manager and has also worked in a number of different areas of the business. Currently, Doris is in charge of customer services and, as such, has an overview of bill payments, contracts and outputs from the firm. In short, Doris is a huge asset to the company.

Practical implications

The paper provides strategic insights and practical thinking that have influenced some of the world’s leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

Citation

(2017), "It’s not what you know, it’s what your organization knows: Is knowledge management a strategic enabler?", Strategic Direction, Vol. 33 No. 7, pp. 8-10. https://doi.org/10.1108/SD-04-2017-0069