Knowledge is at the basis of wealth – more so than tangible assets. Being invisible, it is not always recognised as an asset at all, but business success depends on its good management. It is important to distinguish between information, an ingredient of knowledge, and knowledge itself....

Opportunities abound to make money by packaging and applying information and knowledge, offering information and knowledge based services, and managing intellectual capital more effectively. However, to exploit them a new generation of information, knowledge and learning entrepreneurs need to be...

Corporate learning is at a crossroads. Existing courses and facilities are nearing the end of their useful lives, and there are new learning approaches and technologies to consider. A survey of the corporate learning plans and priorities of 69 organisations suggests there is widespread confusion...

The article defines the concept of the “power‐added” manager as a manager with exceptional competence and expertise in relation to their engagement with both knowledge and people, and links this concept to strategic leadership. Three areas of competence characterise the power‐added...

If communication means transfer of meaning and is defined as the lifeblood of organisations and relationships why is it so frequently blocked by the clots of obfuscation? Communication breakdown is perhaps the greatest destroyer of human relationships at all levels from interpersonal to...

We all know that people make things happen and while technology brings some truly great advances it is still just a facilitator. We need to move from the technology and information revolutions to the people's revolution. We need to work far more effectively through the process of implementing...