The eleven deadliest sins of knowledge management

California Management Review

Volumn , Issue 3, 1998, Pages 265-276

  Fahey, Liam ^a   Prusak, Laurence ^a  

^a NONE

Author keywords

[No Author keywords available]

Indexed keywords

EID: 0032377899     PISSN: 00081256     EISSN: None     Source Type: Journal    
DOI: 10.2307/41165954     Document Type: Article

References (9)

1. For example, see, Thomas A. Stewart, Intellectual Capital (New York, NY: Double-day/Currency, 1997).
2. Our perspective on this controversial subject is strongly influenced by R.R. Nelson and Sidney G. Winter, An Evolutionary Theory of Economic Change (Cambridge, MA: Harvard University Press, 1982).
3. By dialogue here we mean not just discussion but the presentation and consideration of different views and perspectives with the purpose of developing a distinctly different or new view or perspective. For further insight into the distinction between discussion and dialogue, see Peter M. Senge, The Fifth Discipline: The Art and Practice of the Learning Organization (New York, NY: Doubleday/Currency, 1990).
4. The centrality of the human role in identifying and executing decision and action implications again reinforces the criticality of errors 3, 4, and 5.
5. W. Mark Fruin, Knowledge Works: Managing Intellectual Capital at Toshiba (New York, NY: Oxford University Press, 1997).
6. Note here again the particular relevance of error 6.
7. See, for example, the many illustrations of scenarios as a means to develop alternative memories of the future in Liam Fahey and Robert Randall, eds., Learning from the Future: Competitive Foresight Scenarios (New York, NY: John Wiley and Sons, 1998).
8. This point has been powerfully argued by Brian March, "Using Scenarios to Identify, Analyze and Manage Uncertainty," in Liam Fahey and Robert Randall, eds., Learning from the Future: Competitive Foresight Scenarios (New York, NY: John Wiley and Sons, 1998).
9. This distinction has been made by James G. March, "Exploration and Exploitation in Organizational Learning," Organization Science, 2/1 (February 1991).