Abstract
There is now a large body of quite recent work across a range of different academic and practical disciplines and fields which could be grouped under the headings of “Knowledge” or “Learning” in organisations (Burton-Jones, 1999; Organisation for Economic Cooperation and Development, 2000; Prusak, 1997; Davenport & Prusak, 1998; von Krogh, et al., 1998; Choo, 1998). The essence of this research, writing and advocacy has been that the development of organisations through a conscious attention to knowledge (usually defined in terms of either data and information where there is a heavy information technology influence, or as a human or social capital, where there is more of a social learning influence) and how such knowledge can be enhanced through learning (usually a process involving training or on-the-job practices) is a significant and new approach to strategic and organisational operation.
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Seddon, T., Cairns, L. (2002). Enhancing Knowledge in Organizations: Developing Capacity and Capability through Learning and Leadership. In: Leithwood, K., et al. Second International Handbook of Educational Leadership and Administration. Springer International Handbooks of Education, vol 8. Springer, Dordrecht. https://doi.org/10.1007/978-94-010-0375-9_25
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