For nearly two decades consulting firms technology companies R&D-driven corporations and other knowledge-intensive organizations have made significant investments in ”knowledge management” initiatives. These initiatives are intended to facilitate the capture and transfer of company expertise as a way to spur learning and innovation. But research by Wharton management professor Martine Haas and a colleague indicates that knowledge sharing efforts often fail to result in improved task outcomes inside organizations -- and may even hurt project performance. Their research is presented in a paper titled ”Different Knowledge Different Benefits: Toward a Productivity Perspective on Knowledge Sharing in Organizations.” Hosted on Acast. See acast.com/privacy for more information.

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