Get 20M+ Full-Text Papers For Less Than $1.50/day. Start a 14-Day Trial for You or Your Team.

Learn More →

Knowledge management in changing environments: lessons from expert and non–expert decision–making literature

Knowledge management in changing environments: lessons from expert and non–expert decision–making... A wealth of literature on individual decision–making and expertise serves as an analogy for understanding differences in organisational learning, organisational memory and knowledge management. This work draws on both macro– and micro–theory to explore the relationship between environmental change and organisation expertise, extending the Knowledge–Based Strategy Process model (Muthusamy and Palanisamy, 2004) that highlights the roles of cognition and managerial processes in organisational learning and strategy formulation. In particular, experts' advantages over non–experts increase as time pressure, the amount of change and the connectedness of change increase. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Knowledge Management Studies Inderscience Publishers

Knowledge management in changing environments: lessons from expert and non–expert decision–making literature

Loading next page...
 
/lp/inderscience-publishers/knowledge-management-in-changing-environments-lessons-from-expert-and-QELDd0mcPF

References

References for this paper are not available at this time. We will be adding them shortly, thank you for your patience.

Publisher
Inderscience Publishers
Copyright
Copyright © Inderscience Enterprises Ltd. All rights reserved
ISSN
1743-8268
eISSN
1743-8276
DOI
10.1504/IJKMS.2011.048434
Publisher site
See Article on Publisher Site

Abstract

A wealth of literature on individual decision–making and expertise serves as an analogy for understanding differences in organisational learning, organisational memory and knowledge management. This work draws on both macro– and micro–theory to explore the relationship between environmental change and organisation expertise, extending the Knowledge–Based Strategy Process model (Muthusamy and Palanisamy, 2004) that highlights the roles of cognition and managerial processes in organisational learning and strategy formulation. In particular, experts' advantages over non–experts increase as time pressure, the amount of change and the connectedness of change increase.

Journal

International Journal of Knowledge Management StudiesInderscience Publishers

Published: Jan 1, 2011

There are no references for this article.