University of Hertfordshire


  • S160

    Final published version, 498 KB, PDF document

  • Desmond Kapofu
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Original languageEnglish
PublisherUniversity of Hertfordshire
Number of pages15
Publication statusPublished - 2014

Publication series

NameUH Business School Working Papers


New knowledge is constantly created in the organisation, yet most do not realise the benefit of this new knowledge. Indeed, knowledge integration has been one of the key failures for Knowledge Management (KM) practice. In this paper, we propose a model of knowledge integration which encapsulates current thinking on the subject. We then use a case study to highlight some of the challenges experienced by organisations in their attempts to integrate knowledge. The upshot of our proposal is that integration of knowledge should be aligned to a wider KM philosophy and culture in the organisation instead of being regarded as a single and disparate activity within the KM process


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