Harvard Business Review

OCTOBER 9, 2014

Although it might seem that greater control and stronger enforcement are beneficial—it is important for firms to protect key trade secrets, after all—the evidence shows that these changes critically undermine employee incentives to learn and innovate. They invest less in acquiring knowledge, reducing their skills and innovativeness.

Incentives 13

Incentives Policies Innovation Human Capital 13

Harvard Business Review

JUNE 27, 2016

In India, workers yearned for regular promotions as tangible indicators of their career growth. I’ve observed elsewhere differences in how collaboration technologies, such as knowledge management systems, are adopted. Implicit in these systems is the assumption that individual workers own their knowledge.

Innovation 11

Innovation Altman System Technology 11

Harvard Business Review

SEPTEMBER 5, 2013

Yet here is the challenge you face as a senior executive: You cannot manage your knowledge workers in the traditional and intrusive way you might have done with manual workers. Knowledge workers own the means of production — their brains. Knowledge management Managing people Productivity'

Productivity 8

Productivity Products Peer Review Short-term 8

Harvard Business Review

JANUARY 15, 2016

.” But you can’t afford to have an employee with a monopoly on company-specific knowledge. To prevent this, training and coaching should be part of the promotion process or an incentive for phased retirement. “They should need to prove that they’ve trained their backfill,” he says. Principles to Remember.

Learning-by-Doing 8

Learning-by-Doing Storytelling Cooper Case Study 8