By Nancy M. Dixon
Step forward learn on wisdom move finds 5 confirmed equipment for making wisdom sharing a truth - that are correct to your corporation? whereas exterior wisdom - approximately consumers, approximately rivals - is important, it not often presents a aggressive aspect for corporations simply because such info is both to be had to every person. yet inner 'know-how' that's certain to a particular corporation - easy methods to introduce a brand new drug into the diabetes marketplace, how you can reduce meeting time in an car plant - is the stuff of which sustained aggressive virtue is made. Nancy Dixon, knowledgeable within the box of organizational studying, calls this information borne of expertise 'common knowledge', and argues that during order to get past speaking approximately wisdom administration to truly doing it, businesses needs to first realize that every one wisdom isn't really created - and hence cannot be shared - both. growing profitable wisdom move structures, Dixon argues, calls for matching the kind of wisdom to be shared to the strategy most fitted for moving it successfully. in accordance with an in-depth research of numerous companies - together with Ernst & younger, Bechtel, Ford, Chevron, British Petroleum, Texas tools, and the U.S. military - which are best the sector in profitable wisdom move, "Common wisdom" unearths groundbreaking insights into how organizational wisdom is created, the way it could be successfully shared - and why move platforms paintings once they do. in the past, so much organisations have needed to depend on high priced 'trial and blunder' to discover an information move approach that works for them. Dixon is helping managers take the guesswork out of this procedure by means of outlining 3 standards that needs to be thought of with a view to confirm how a move procedure will paintings in a particular state of affairs: the kind of wisdom to be transferred, the character of the duty, and who the receiver of that wisdom should be. Drawing from the profitable - yet very varied - practices of the corporations in her learn and offering compelling illustrative tales in response to the studies of actual managers, Dixon distills 5 precise different types of information move, explains the rules that make every one of them paintings, and is helping managers make certain which of those structures will be finest of their personal firms. "Common wisdom" will get to the center of 1 of the main tricky questions in wisdom move at the present time: what makes a process paintings successfully in a single association yet fail miserably in one other? Going past 'one-size-fits-all' techniques and easy generalities like top administration involvement and cultural matters, this crucial booklet might help agencies of each sort build wisdom move platforms adapted to their specific sorts of 'common wisdom' - and within the method create the easiest type of aggressive virtue there's: the type that cannot be copied.
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Extra resources for Common Knowledge: How Companies Thrive by Sharing What They Know
But in the case of Expert Transfer, because the needed expertise can be offered in a formula or a procedure, the problem does not have to be interpreted, only clearly stated. Summary Organizations need to balance two important kinds of knowledge activities: (1) creating new common knowledge, and (2) lev- Page 31 eraging common knowledge across organizational boundaries. Both activities have always occurred in organizations to some extent, but often as informal or ad hoc processes. As awareness of the importance of organizational knowledge grows, organizations are seeking ways to address both in a more deliberate and systematic manner.
The tendency is to give less attention to the characteristics of the teams that will be the recipients of the knowledge. Before selecting a transfer mechanism, it is important to find answers to these questions: How similar are the task and the context of the receiving team(s) to those of the source team? Does the receiving team(s) have the absorptive capacity (experience, technical knowledge, and shared language) to implement what the source team has developed? The Nature of the Task A second factor that impacts transfer effectiveness is the nature of the task.
This requires them to engage repeatedly in two kinds of knowledge activities. First, they have to find effective ways to translate their ongoing experience into knowledgecreate common knowledge. Second, they have to transfer that knowledge across time and spaceleverage common knowledge. In this chapter I discuss these two knowledge activities and the criteria that impact whether or not the transfer process will be successful. I end with an overview of the five types of knowledge Page 18 transfer that will be discussed in more detail in the chapters that follow.
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