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By Mark W. McElroy (Auth.)

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By Mark W. McElroy (Auth.)

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Extra info for The New Knowledge Management. Complexity, Learning, and Sustainable Innovation

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This insight, coupled with the influence of organizational learning on KM, accounts for the strikingly new and different brand of second-generation knowledge munagement that we now see before us-a practitioner’s framework firmly rooted in the study of complex adaptive behaviors in living systems. ” In truth, however, there is one other thing more valuable to an organization than its social capacity to innovate, and that is its social capacity to innovate sustainably. What do I mean by this? Again, we can turn to the KLC for guidance.

The KM function should be positioned accordingly. , management schemes in which employees play a role in their own supervision), might be to populate the board with one or more employee representatives elected by their peers. Here again, the objective is openness in knowledge production, and by permitting employee representatives to sit on its board, a company can avail itself of the knowledge claim contributions of its entire populationa population that is often disenfranchised from the knowledge production process altogether.

Although time will tell what really happened there, early indications suggest that far from being a surprise, Enron’s overreliance on dubious accounting practices was known by several members in the firm, but was suppressed by others in higher positions of power. ” one might ask. Would things have gotten as far as they did? O r 22 THENEW KNOWLEDGEh’LANAGEMENT would the behaviors that ultimately cost the company its survival, and its employees and stockholders their nest eggs, have been nipped in the bud early on?

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