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Knowledge in Action - Issue 31 (PDF)

Evaluating communities of practice: adopting learning-oriented approaches
Communities of practice are increasingly common within knowledge-based organisations. But how best to justify the investments made in supporting and fostering such communities of practice?

Knowledge in Action - Issue 30 (PDF)

Liking social business: thinking out loud and evolving together
Social media tools have been fabulously successful at enthusing and connecting consumers. So, not surprisingly, organisations are looking to harness those collaborative and knowledge-sharing technologies to reshape their business practices.

Knowledge in Action - Issue 29 (PDF) 

Improving the uptake of lessons learned
Capturing lessons learned during projects is a well established practice. So too is the use of ‘lesson learned’ databases to store and disseminate these lessons. But many will be disappointed: a high proportion of ‘social business’ initiatives fail to deliver on their objectives.

Knowledge in Action - Issue 28 (PDF)

Thinking differently about evaluating knowledge management
What is the value of knowledge management to those organisations that have invested in developing a knowledge management capability? Knowledge managers are always being asked this question, with mixed results.

Knowledge in Action - Issue 27(PDF)

Creating effective leader-inspired learning
For organisations to learn and adapt, their employees must also learn and adapt. Leaders in those organisations must develop the necessary relationships that encourage and facilitate individual learning. Leaders inspire learning – not just in respect of their own direct reports, but over a range of relationships with between peers – through interpersonal interactions that meet the learner needs.

Knowledge in action - Issue 26 (PDF)

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.

Knowledge in action - Issue 25 (PDF)

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.

Knowledge in Action - Issue 24 (PDF-244 KB) 

Knowledge-sharing 2.0
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.

Knowledge in Action - Issue 23 (PDF-264 KB) 

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.

Knowledge in Action - Issue 22 (PDF-264 KB) 

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.

Knowledge in Action - Issue 21 (PDF-274 KB) 

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.

Knowledge in Action - Issue 20 (PDF-240 KB) 

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.

Knowledge in Action - Issue 19 (PDF-262 KB) 

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.

Knowledge in Action Issue 18 (PDF-431 KB)

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...

Knowledge in Action Issue 17 (PDF-486 KB)

Swarm creativity
Historically knowledge management has focused on what we know and enabling critical knowledge flows...

Knowledge in Action Issue 16 (PDF-376 KB)

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...

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For more information please contact Marina Hart by email at henleyforum@henley.ac.uk or by phone on +44 (0) 1491 418 723.

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