The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action

  title={The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action},
  author={Alexandre B. Lopes and Jeffrey Pfeffer and Robert I. Sutton},
  journal={Administrative Science Quarterly},
Preface 1. Knowing "What" to Do Is Not Enough 2. When Talk Substitutes for Action 3. When Memory Is a Substitute for Thinking 4. When Fear Prevents Acting on Knowledge 5. When Measurement Obstructs Good Judgment 6. When Internal Competition Turns Friends into Enemies 7. Firms That Surmount the Knowing-Doing Gap 8. Turning Knowledge into Action Appendix Notes Index About the Authors 
Companies sometimes fail to take effective action even when they know what they should do. Recent research shows that this surprising situation is more common than one would expect. How can the trackExpand
Reach for the Heart as well as the Mind: Leaders Can Take Action to Close the Knowing-Doing Gap.
I ndividuals and organizations have an amazing capacity to maintain their current beliefs and practices in the face of massive, well-intentioned efforts to change them. Here are two facts that cannotExpand
Turning intentions into outcomes: a quick scorecard to guide implementation
The paper identifies eight principles of implementation success and summarises how organisations which successfully implement change comply with these principles. Expand
Integrating knowledge in organizations: examining performance and integration difficulties
A theoretical model and decision-making flow chart is built for optimizing the integration of knowledge from individuals to units, and predicting when the desired integration process will be relatively easy or difficult to implement. Expand
Failing to Learn and Learning to Fail (Intelligently): How Great Organizations Put Failure to Work to Innovate and Improve
Organizations are widely encouraged to learn from their failures, but it is something most find easier to espouse than to effect. This article synthesizes the authors' wide research in this field toExpand
Leverage Points as Technology to Change Problematic Dynamics
How can one find out what decisions to make or what to do to really influence the behavior of some social system? Expressing a problematic dynamic in the language of SFD is certainly a first step butExpand
Taking Knowledge to Service Excellence
In the previous chapter, we saw how knowledge is generated. As was suggested there, a firm whose internal cycle functioned perfectly would be something like a perfect university. Everyone would learnExpand
Leveraging knowledge assets: combinative capabilities - theory and practice
  • S. Koruna
  • Business
  • PICMET '03: Portland International Conference on Management of Engineering and Technology Technology Management for Reshaping the World, 2003.
  • 2003
Since the publication of Prahalad and Hamel's seminar paper on core competencies, leveraging technological competencies has become a topic in the resource-based literature. This conceptual paperExpand
Employee Surveys as Catalysts for Change: Turning Data into Action
Employee surveys are only useful to the extent that they lead to strategic organizational action; otherwise, they can do more harm than good. Many researchers and HR practitioners assume that if theyExpand
Crossing the Chasm: How to Convert Relevant Research Into Managerially Useful Research
There is growing concern within the Academy of Management that a big and growing gap exists between management research and practice. The persistence of this gap is a mystery! Over the past 20 years,Expand