A revolution in the sharing of knowledge…
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Processes, Communities of Practice, and Culture (continued)
Chapter 5
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For example, Richard Hames believes that enterprises are characterized by a distinctive blending of competing knowledge metaphors, mixing elements of “the cathedral” and “the café.” To some extend, this blending is a sort of “brand” portraying the role and flow of knowledge in the enterprise and beyond. |
Over the next decade, successful enterprises will change the dynamics of their knowledge ecosystems. To do so will require new levels of individual and organizational competencies and changes in leadership, processes, infrastructures, and cultures as summarized below. |
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| Adapted from: Richard Hames, 2002. | |||||||||||||||||||||
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Harold J. Leavitt
and
Jean Lipman-Blumen