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General business strategy

According to Dr. Steven Cavaleri and Fred Reed (2000), Knowledge creating processes are the single most critical value-adding processes in an organization (p. 1). They argue that the knowledge creating process is actually derived from a more complex development process (ibid. ). In human resources, knowledge creation is essential for employees to gain valuable information related to the nature of their work. A human resources department or section is responsible for facilitating seminars, workshops, and conferences for the benefit of the company or institution.

Human resources play an important role in the overall success of a company. For this reason, many companies now place more emphasis on its ability to efficiently and effectively organize information to be transformed into knowledge. Knowledge, however, is dependent on commitment and beliefs of its holder (Nonaka, 1994, p. 15). Different companies and organizations have different philosophies and objectives. This is were the importance of a continuous knowledge creation process is needed the most.

As the primary department concerned with new knowledge orientation, human resources identify areas for improvement, basing on the current abilities and skills of employees. Information and knowledge have been used as synonyms for decades. However, it is worth noting that they are indeed

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two independent and different ideas. Information is defined as the “flow of messages, while knowledge is created and organized by the very flow of information” (ibid. ). In the knowledge stage of the knowledge creation process, there is still improvement needed for knowledge validation.

This is part of the space for self-transcendence or acquisition and understanding of the information. At this point, it is the role of human resources to align new knowledge with the business plans or general business strategy.


bwiki. com. (2007). Creating Knowledge. Retrieved October 27, 2008, from http://gotjam. pbwiki. com/Creating+Knowledge Cavaleri, S. , & Reed, F. (2000). Designing Knowledge Creating Processes. Knowledge and Innovation, 1(1). 1-2. Nonaka, I. (1994). A Dynamic Theory of Organizational Knowledge Creation. Organization Science, 5(1). 15.

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