This study investigates the impact of counter-knowledge on the relationship between knowledge management and business performance. Regarding this, much has been written about why it is important to manage knowledge but considerably less has been written about the role played by counter-knowledge in the different knowledge processes. Following previous attempts to identify and define the […]
This research explores this topic by developing the links between a firm’s organizational memory, counter-knowledge, the process of knowledge application, and organizational agility. This study addresses the following two questions: Does the enhancement of organizational memory result in the development of both counter-knowledge and the process of knowledge application? Does the development of both counter-knowledge […]