Knowledge in Action
Download free leaflets of research output summarised for Knowledge in Action.
Knowledge-driven leadership agility
Leaders exert a considerable influence on their organisations’ knowledge management characteristics. Leaders’ behaviour can determine the extent to which knowledge is sought for, learned, retained and shared. Positive leadership practices reinforce good knowledge management; negative leadership practices undermine it.
Bridging knowledge orientations
How organisations gather, value and share their knowledge differs widely. Barriers to knowledge sharing abound: one individual’s certain knowledge can be another’s hearsay and supposition.
At the heart of social media implementation there are tensions for organisations. On the one hand it provides a fast-moving space for connecting flocks of intelligent individuals to promote better business performance. On the other hand it is notoriously difficult to control.
Human capital management and the ambidextrous organisation
In a difficult financial climate, it is essential that organisations grow and innovate. However, at the same time they need to be lean and efficient to survive. Balancing the two requires organisational ambidexterity. The question is how to build it.
Developing individuals to be knowledgeable decision makers
Henley's Knowledge Management Forum investigated how to improve decision making in organisations. The process generated real insights into how individuals can develop their personal capacity to become knowledgeable decision makers.
Organisational decision making
Research from Henley's Knowledge Management Forum identified the five essential factors that must be worked on in an integrated way in order to improve the organisation's ability to make good decisions.
Managing knowledge in a secure environment
Security-conscious environments traditionally operate on a 'need to know' basis, where the need for security of information has raised real challenges for knowledge management.
Learning from external collaborations
It has never been more essential to collaborate with individuals or groups from outside the organization, to share expertise, create learning networks and help solve shared problems.
Retaining expertise inorganisations
With rapidly increasing professional competition for talent, an era of corporate
restructuring and a generation of baby boomers about to retire, organisations are rightly concerned about losing expertise...
Historically knowledge management has focused on what we know and enabling critical knowledge flows...
Creating a knowledge-sharing culture to maximise internal collaboration
As teams have become more diverse and geographically scattered, effective collaboration has become more of a challenge...