As knowledge organizations succeed and grow, they operate by subordinating innovation to products and markets. Their new strategy is guided by the goal to capitalize on the strengths of their successful product(s) or to attain certain market positions. This is how they evolve from knowledge organizations to traditional organizations and are set on a path to slow growth. To allow for continuing growth, we will model a possible life cycle and operating characteristics by drawing examples from various knowledge organizations and so provide alternative strategies to keep creativity and innovation humming.
Dr. A. D. Amar is a Professor of Management and Director of MBA Assessment at Stillman. He has published over 70 works in various journals and periodicals, and has served on the editorial boards of many journals, His latest work is a book Managing Knowledge Workers focusing on understanding the personality and behaviour of knowledge workers and how to productively employ and integrate them in the work environment. He has worked and consulted in general management, productivity enhancement, and operations and strategy areas for a number of companies.
Flickr Slideshow: ECKM 2005
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David Gurteen
Giving a talk at the Graduate School of Bangkok University, January 2008.
I help people to share their knowledge; to learn from each other; to innovate and to work together effectively to make a difference!
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