ABSTRACT
While the long-term benefits may be critical to the future success of an enterprise, there are only developmental and capital costs associated with building a Knowledge Organization. The best theory and the best practices are useless unless the people can implement them. Most large organizations and even some small ones are traditional bureaucracies. Many of the behaviors and motivations of bureaucracies are antithetical to the knowledge organization. The cornerstone belief of the Knowledge Organization is that expertise is the only sustainable competitive advantage. Without sufficient expertise in core competencies and related knowledge domains, the chances of long-term success are greatly reduced. Beckman, T. has proposed that an integrated motivational system can solve many of the design, implementation, and performance problems that have plagued the large-scale improvement efforts of most organizations. The success criteria and other related measures for assessing performance should have been finalized/stabilized earlier in the knowledge management implementation process.
