The knowledge resource development model: the transition from theory to practice

John James O'Brien and Robert D. Tornack

International Journal of Learning and Intellectual Capital, 2009, vol. 6, issue 1/2, 31-51

Abstract: In our observation, as organisational leaders and consulting practitioners, there is a dichotomy between the human approaches and the technology-focused approaches in the practical application of knowledge management theory. Furthermore, a fundamental element, which is the authenticity of explicit knowledge resources and the need for and effect of the management of such resources, is not seen as central in the use of knowledge. We argue the need for a holistic practice that integrates four dimensions and six specific attributes in a Knowledge Resource Development (KRD) model. While informed by relevant theory, our paper aims to present a practitioners' view to bridge thinking and doing for improved organisational outcomes. We hold that the approach is a critical step towards enabling organisations to actualise the potential of intellectual capital in practical ways and with a greater reliability than what would otherwise be the case. The KRD model integrates compliance and risk management with the learning needs that are required to sustain the growth of organisational capacity. It has been employed in hands-on knowledge management work within the context of organisational objectives.

Keywords: knowledge management; KM; knowledge resource development; KRD; records management; recorded information management; RIM; intellectual capital; organisational systems; compliance management; risk management; learning needs; organisational capacity. (search for similar items in EconPapers)
Date: 2009
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