Knowledge in Organizations

"The knowledge of the firm, as opposed to learning, is relatively observable; operating rules, manufacturing technologies, and customer data banks are tangible representations of this knowledge."

"Drafting a recipe for the manufacturing of a musical instrument is unlikely to capture the requisite skills of a craftsperson."

"Nor should it be surprising that there is a sense of ownership over the right to make and control the investment."

"What's startling is how often they are wrong."

"It will adjust all right, but there's no guarantee that it will benefit the company."

"Bureaucracy can generate other dysfunctional characteristics, such as intra-organizational resistance, red tape, tension, shirking of responsibility, means becoming objectives, and sectionalism."

"Organizational culture orients the mindset and action of every employee."

"It would make no sense to measure managerial expertise by the fraction of employees who are managers or by the wages paid to managers."

"People can change without learning, and too much readiness to discard current knowledge undermines learning."

"Clients may not even understand what their expert advisers are saying. Many experts?with awareness?use jargon that obscures their meaning."