Is this a viable KM planning model?
Just a passing thought for you...
As you probably know, I love experimenting to find out how the transfer of practice from other areas of business/disciplines could enhance KM performance.
The following is adapted from Beer's Harvard Model of HRM (1986). My question for you, is there any reason this could not be applied in KM and, if not, why do people continue to reinvent the wheel when a more cross-disciplinary approach could accelerate organisational KM/KC performance?
