Research Output

Learning to become a knowledge-centric organisation.

  The importance of knowledge to an organization’s competitive performance is widely
recognized. A knowledge-centric organization is one within which the creation and
management of knowledge are at the heart of its strategic thinking, operations, and
activities. Knowledge-centricity can only be achieved if knowledge, and the behaviors
and systems associated with its creation and management, are deeply embedded within
the organization. In fact, given the dynamism of organizations and their environments,
knowledge-centricity is likely to be a holy grail that organizations seek but may never
find. Similarly, knowledge-centricity will evolve as a concept, as knowledge of the
processes of learning, knowledge creation, and management develops over time. This
chapter, therefore, represents a snapshot of the current status of the concept and offers
advice on how organizations can begin to make progress towards becoming knowledgecentric.
On the basis of research, the chapter identifies the primary characteristics of
a knowledge-centric organization, and the tools and techniques necessary for
knowledge-centric organizational development.

  • Type:

    Book Chapter

  • Date:

    30 November 2004

  • Publication Status:


  • Publisher

    IGI Global

  • DOI:


  • Library of Congress:

    HD28 Management. Industrial Management

  • Dewey Decimal Classification:

    658 General management


Stonehouse, G. & Pemberton, J. (2004). Learning to become a knowledge-centric organisation. In Carbonara, D. D. (Ed.). Technology Literacy Applications in Learning Environments, 260-262. IGI Global. doi:10.4018/978-1-59140-479-8.ch017. ISBN 9781591404798



Knowledge management; SME's; small business; knowledge-centricity;

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