Problems in Knowledge Management: A Case Study of a Knowledge‐Intensive Company

S.J. van Zolingen, J.N. Streumer, M. Stooker

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    Abstract

    Knowledge management has become an important tool in staying ahead in the competition between companies. In this article five different phases of the knowledge management process are distinguished: acquiring knowledge, codifying knowledge, disseminating knowledge, developing knowledge and applying knowledge. The occurrence of knowledge management problems is demonstrated in a case study in a knowledge-intensive company. Most of the problems in this case occur in the first three phases of the knowledge management process. It is recommended that the company monitors on a regular basis, starting from its core competencies and its strategy, what essential knowledge their employees are lacking and encourages them to acquire it. Furthermore, the company should ensure that employees have time to codify their knowledge regularly and that adequate information systems are in place and kept up-to-date. The dissemination of knowledge can be improved by working in different teams, coupling junior with senior employees, and by the exchange of new knowledge between employees on a regular basis by encouraging the development of communities of practice and by the systematic creation of learning histories.
    Original languageEnglish
    Pages (from-to)168-184
    JournalInternational journal of training and development
    Volume5
    Issue number3
    DOIs
    Publication statusPublished - 2001

    Keywords

    • METIS-202076
    • IR-58327

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