Do Rumours Contribute To Knowledge Management â•fi And Will We Ever Know?

Do Rumours Contribute To Knowledge Management - And Will We Ever Know?

Organisational rumour mongering and informal knowledge transfer share common characteristics. They both rely on informal social groups for communication. Uncertainty caused from changing environments leads to increased activity in both. The process of rumour mongering involves discussing content. Implicit in the informal knowledge transfer process is the same. Although they share characteristic...

Do We Know What We Do not Know? A Response to Celine Bonnet

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The development and evolution of any system–person, organization–nation depends on how the system succeeds to bridge the gap between what the system knows and what the system does (with the knowledge). We call this the gap between knowing and doing or the knowing-doing gap. If the system does not do what it knows, it will lose out in competition with other systems, its relative performance in...

A New Synthesis

We are on the eve of a revolution in health policy that will forever change our way of thinking about health and healthcare. A few years from now, our vision of the organization and the administration of healthcare services will be transformed.   This is not a revolution born out of crisis, albeit the financial pressure on public and private funders of healthcare is clearly at play. It has not ...

INVESTIGATING TRANSACTIVE MEMORY SHAPED BY KNOWLEDGE MANAGEMENT TOOLS â•fi PROPOSING A LONGITUDINAL STUDY IN CHINA

Chinese firms are increasingly paying attention to the knowledge resources of their employees – and are seeking to leverage those recourses for the greater good of the firm. Based on prior research, we aim firstly to develop and test a theoretical model that explains the salient factors determining successful Knowledge Management (KM) practice in Chinese firms. We argue that the use of both for...