Harvard Business Review
AUGUST 15, 2017
Without diminishing the value of knowledge sharing, we would suggest that the most valuable form of learning today is actually creating new knowledge. In the process, they develop new knowledge about what works and what doesn’t work in specific situations. It typically can’t be written down and shared with others.
Harvard Business Review
AUGUST 29, 2017
What’s more, the subsidiaries operated more or less autonomously, each with separate organizational cultures and norms. In his mind, both cleaning rituals demonstrated commitment and responsibility to a particular place. Interactions are also vital for sharing knowledge across sites.
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Harvard Business Review
AUGUST 31, 2018
They were employed in midlevel to upper-midlevel management positions in strategy, finance, marketing, legal, operations, and technology functions. These situations involved complex assignments focusing on strategy, product development, business operations, and financial management. Too often, their ambitions are thwarted.
Harvard Business Review
FEBRUARY 29, 2016
Most startup founders are deeply committed to the companies they have launched and heavily invested in the dream of leading the company to long-term business success. Founders hold vast amounts of information in their heads, and when they hand over the reins, the new team can experience a knowledge gap. Minimize the handover period.
Harvard Business Review
OCTOBER 31, 2012
For another, Prime had embedded a great deal of "tacit knowledge" into some of the components — knowledge that was more "know why" than pure know-how. Lin could see that he was awed by the scale of the operation. In addition to being highly efficient, the prototype was a marvel of embedded tacit knowledge.
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