Black and Decker—towards a knowledge‐centric organization

Abstract

AbstractBlack and Decker, like other global organizations, has sought to capitalize on its knowledge assets to enhance its international competitive performance. In this paper, attention is focused specifically on the knowledge environment at its European Design Centre (EDC), responsible for the design and introduction of new global products. The findings, derived from interviews with senior managers and a questionnaire‐based knowledge audit, reveal that the EDC is well served in terms of technological infrastructure. At the same time, there is evidence that knowledge creation and management could be enhanced by developments in the organization's human and cultural infrastructure, leadership and communications that promote the value of knowledge and integrate it within its core business. At present, these act as inhibitors to the development of a knowledge‐centric organization. Progess is, however, being made in this respect, with the appointment of a knowledge executive and the introduction of in‐house initiatives designed to facilitate the sharing and creation of knowledge. Such developments signal Black and Decker's commitment to ensuring that knowledge, both individual and organizational, is embedded within the company's core business and that it emerges as a truly knowledge‐centric organization. Copyright © 2002 John Wiley & Sons, Ltd.