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Integrating Knowledge Management and Organizational Learning
American Productivity & Quality Center, APQC, April 2005, Pages: 157
In today's knowledge economy where the knowledge of the work force constitutes the majority of an organization's 'capital,' developing and retaining business knowledge and talent stand at the forefront of business issues.
Organizations have been pouring money into both knowledge management (KM) and learning and development programs to help employees tap into the knowledge assets of the organization. Unfortunately, this dual focus has often resulted in a confusing array of overlapping knowledge resources. How do employees know where the best knowledge is?
When faced with a problem or issue, employees need answers or expertise--whether they come from communities of practice, learning management systems, expertise locator systems, best practices repositories, training courses, online learning or mentors.
The integration of KM and organizational learning (OL) allows employees to learn what they need, when they need it and to improve organizational performance. Getting there takes leadership, an implementation strategy, strong partnerships among vested business and service providers, effective technology enablers, and measures to track business impact. Discover how best-practice organizations have integrated these disciplines to create knowledge-enabled work processes in the 15th KM benchmarking report, Integrating Knowledge Management and Organizational Learning.
In addition to qualitative and quantitative data concerning key findings, this report has in-depth case studies of best practices at: Accenture Ltd., Aerotek Inc., Defense Acquisition University, IBM Corp., and Turner Construction Co.
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