'Adaptive leadership in knowledge intensive generation of knowledge wealth in organisations: How CEOs can facilitate the organisations '

摘要

One view of knowledge intensive organisations is that they excel or decline on the basis of what they know and how well they create new knowledge to improve performance. To remain unique they have to constantly sharpen their competitive edge through innovation and creativity. Decision making and problem solving processes in knowledge intensive organisations (KIO_S) demand the development of innovative practices through the active collaboration of knowledge workers, who unlike previous generations of workers own the organisation's wealth, 'knowledge'. This brings into the centre of interest a new organisation unit - the communities of practices - the nature of which is characterised by solidarity and sociability. In this study, we address the practical realities of the sometimes-heady subject of knowledge management by focusing on a tangible, pragmatic entity, the virtual communities of practice. In particular we examine how managers could help and knowledge workers in C_OP_S to leverage the huge amounts of constantly growing knowledge towards the more effective accomplishment of organizational objectives the restructuring of people, technology, and knowledge content.