Knowledge as a Competitive Advantage for Organizations
We live in a world of rapid and constant change. A flood of information is dumped daily into the minds of individuals who need to convert all of it into a framework of content knowledge and innovation. Thus, an effective way to manage this knowledge is necessary.
Companies increasingly need to seek alternatives for its employees to access and disseminate this knowledge collaboratively, creating a synergy capable of raising its results performance to higher levels.
According to Andreea M. Serban and Jing Luan [apud Brewer, P. D., & Brewer, K. L. (2010)], there are five factors to this growing importance of knowledge management in organizations:
- information overload and chaos
- the information congestion
- information, segmentation and specialization of skills
- mobility and turnover of workforce
However, knowledge is an intangible asset, and management aims to stimulate and facilitate its exchange, use, creation and documentation in the organization. This occurs by encouraging sharing, so that all worthwhile experiences can be accessed and applied to activities by everyone, thus raising productivity [Brewer, P. D., & Brewer, K. L. (2010)].
On the other hand, Karl E. Weick and Frances Westley (1999) address the issue of organizational learning as a mix of exploration and action to take advantage of in the dichotomy between
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