Knowledge management in the HRD office: a comparison of three cases
Abstract
HRD professionals can be considered to be knowledgeable about knowledge management practices in their own offices. Effectiveness of knowledge management practices of three HRD offices were studied, using a combination of structured questionnaires plus interviews with four HRD professionals per office. Three categories of knowledge management activities were considered, by the members of these organisations, to be effective: activities that expand the individual or collective experiential horizon; activities that are meant to consolidate knowledge; informal and formal communication about work issues. Conditions that facilitate or inhibit these activities are identified. Organisations wishing to improve their knowledge productivity are confronted with some fundamental choices: innovation versus routine, office versus officer, and knowledge sharing versus knowledge shielding.
Keywords
Citation
Filius, R., de Jong, J.A. and Roelofs, E.C. (2000), "Knowledge management in the HRD office: a comparison of three cases", Journal of Workplace Learning, Vol. 12 No. 7, pp. 286-295. https://doi.org/10.1108/13665620010353360
Publisher
:MCB UP Ltd
Copyright © 2000, MCB UP Limited