| Description |
xv, 314 pages : illustrations ; 25 cm |
| Contents |
1. Knowing "What" to Do Is Not Enough -- 2. When Talk Substitutes for Action -- 3. When Memory Is a Substitute for Thinking -- 4. When Fear Prevents Acting on Knowledge -- 5. When Measurement Obstructs Good Judgment -- 6. When Internal Competition Turns Friends into Enemies -- 7. Firms That Surmount the Knowing-Doing Gap -- 8. Turning Knowledge into Action -- App. The Knowing-Doing Survey |
| Summary |
"The so-called knowledge advantage is a fallacy - even though companies pour billions of dollars into training programs, consultants, and executive education. The reason is not that knowledge isn't important. It's that most companies know, or can know, the same things. Moreover, even as companies talk about the importance of learning, intellectual capital, and knowledge management, they frequently fail to take the vital next step of transforming knowledge into action. The Knowing-Doing Gap confronts the paradox of companies that know too much and do too little by showing how some companies are successful at turning knowledge into action."--BOOK JACKET. "Jeffrey Pfeffer and Robert Sutton, identify the causes of the knowing-doing gap and explain how to close it."--BOOK JACKET |
| Notes |
C1 returned from loan missing dust cover June 2011 |
| Bibliography |
Includes bibliographical references and index |
| Subject |
Knowledge management.
|
|
Organizational effectiveness.
|
| Author |
Sutton, Robert I.
|
| LC no. |
00002002 99028307 |
| ISBN |
1578511240 alkaline paper |
|
