ices, or through the linkages that people bring with them. These linkages might include the personal relationships that bind together members of an organization as well as relationships that link organizational members to other external sources of human capital (physical and intellectual). “Many knowledge resources may be acquired by hiring new individuals, and these resources may improve performance of a job or even the performance of a team or woKnowledge Management refers to a range of practices used by many organizations to identify, create, represent, and distribute knowledge for reuse and learning across the organization. This includes Knowledge Acquisition, Knowledge Transfer, Knowledge Creation, Knowledge Sharing, and Knowledge Application. These programs are typically tied to organizational objectives and are intended to generate specific outcomes such as increased performance, competitive advantage, or higher levels of innovation. While the transfer of knowledge will always exist (i.e. discussion with peers around the water cooler, professional development training, mentoring programs, etc.), the way in which organizations perceive this transfer is changing. Management programs are explicitly evaluating and managing knowledge-based resources or the creation, identification, accumulation, and application of knowledge across an organization.

The term knowledge-based resources refers to “skills, abilities, and learning capacity.” (Jackson, Hitt, and DeNisi; 2003, p. 7). These skills are developed through experience and formal training and the resources include all the intellectual abilities and knowledge possessed by employees, as well as their capacity to learn and acquire more knowledge. Thus, knowledge-based resources include what employees have mastered as well as their potential for adapting and acquiring new information. The U.S. Navy, for example, is focusing on every person employed by the Navy – every sailor, every government civilian, every contractor, and even consultants. The knowledge may or may not have been acquired while working for (or specifically for) the Navy. Thus, the creation of knowledge comes not only in the training of employees but also in the hiring of new employees, consulting services, or through the linkages that people bring with them. These linkages might include the personal relationships that bind together members of an organization as well as relationships that link organizational members to other external sources of human capital (physical and intellectual). “Many knowledge resources may be acquired by hiring new individuals, and these resources may improve performance of a job or even the performance of a team or wor

etitive advantage, or higher levels of innovation. While the transfer of knowledge will always exist (i.e. discussion with peers around the water cooler, professional development training, mentoring programs, etc.), the way in which organizations perceive this transfer is changing. Management programs are explicitly evaluating and managing knowledge-based resources or the creation, identification, accumulation, and application of knowledge across an organization.

The term knowledge-based resources refers to “skills, abilities, and learning capacity.” (Jackson, Hitt, and DeNisi; 2003, p. 7). These skills are developed through experience and formal training and the resources include all the intellectual abilities and knowledge possessed by employees, as well as their capacity to learn and acquire more knowledge. Thus, knowledge-based resources include what employees have mastered as well as their potential for adapting and acquiring new information. The U.S. Navy, for example, is focusing on every person employed by the Navy – every sailor, every government civilian, every contractor, and even consultants. The knowledge may or may not have been acquired while working for (or specifically for) the Navy. Thus, the creation of knowledge comes not only in the training of employees but also in the hiring of new employees, consulting services, or through the linkages that people bring with them. These linkages might include the personal relationships that bind together members of an organization as well as relationships that link organizational members to other external sources of human capital (physical and intellectual). “Many knowledge resources may be acquired by hiring new individuals, and these resources may improve performance of a job or even the performance of a team or wo

organization.

The term knowledge-based resources refers to “skills, abilities, and learning capacity.” (Jackson, Hitt, and DeNisi; 2003, p. 7). These skills are developed through experience and formal training and the resources include all the intellectual abilities and knowledge possessed by employees, as well as their capacity to learn and acquire more knowledge. Thus, knowledge-based resources include what employees have mastered as well as their potential for adapting and acquiring new information. The U.S. Navy, for example, is focusing on every person employed by the Navy – every sailor, every government civilian, every contractor, and even consultants. The knowledge may or may not have been acquired while working for (or specifically for) the Navy. Thus, the creation of knowledge comes not only in the training of employees but also in the hiring of new employees, consulting services, or through the linkages that people bring with them. These linkages might include the personal relationships that bind together members of an organization as well as relationships that link organizational members to other external sources of human capital (physical and intellectual). “Many knowledge resources may be acquired by hiring new individuals, and these resources may improve performance of a job or even the performance of a team or wo

as their potential for adapting and acquiring new information. The U.S. Navy, for example, is focusing on every person employed by the Navy – every sailor, every government civilian, every contractor, and even consultants. The knowledge may or may not have been acquired while working for (or specifically for) the Navy. Thus, the creation of knowledge comes not only in the training of employees but also in the hiring of new employees, consulting services, or through the linkages that people bring with them. These linkages might include the personal relationships that bind together members of an organization as well as relationships that link organizational members to other external sources of human capital (physical and intellectual). “Many knowledge resources may be acquired by hiring new individuals, and these resources may improve performance of a job or even the performance of a team or woices, or through the linkages that people bring with them. These linkages might include the personal relationships that bind together members of an organization as well as relationships that link organizational members to other external sources of human capital (physical and intellectual). “Many knowledge resources may be acquired by hiring new individuals, and these resources may improve performance of a job or even the performance of a team or work unit. In order to become sources of competitive advantage, however, such individual resources must increase performance at the organizational level.” (Jackson, Hitt, and DeNisi; 2003, p. 10).

To create, share, and transfer knowledge, organizations must have a process in place for both physical and social support. The technology used (Internet or intranets), must allow for more self-directed learning and easier sharing of knowledge while social facilitation would be to provide people with a forum for sharing knowledge with others. “Knowledge management is a social activity; whether it is mediated by technology or not, sharing knowledge involves people working together. Creation of intellectual capital can be facilitated through action learning and use of communities of learning or practice.” (Jackson, Hitt, and DeNisi; 2003, p. 217).

Jackson, Susan E.; Hitt, Michael A.; and DeNisi, Angelo S. (2003). Managing Knowledge for Sustained Competitive Advantage. Designing Strategies for Effective Human Resource Management. San Francisco, California: Jossey-Bass.