The art and practice of being a revolutionary

Abstract

Knowledge management professionals have a unique opportunity to help organizations shift from the mechanistic linear thinking of the industrial age to a more dynamic view of the world being ushered in by discoveries in the new sciences and human behavior fields. Intellectual capital and balanced scorecard approaches are still rooted in industrial age business models. An expanded perspective goes beyond human capital, structural capital and customer capital, to consider social capital and environmental capital. In this more dynamic view the value chain model of the enterprise is superseded by the idea of a value network operating on the principle of fair exchange of not just goods, services and revenue, but also knowledge and intangible benefits.

Citation

Allee, V. (1999), "The art and practice of being a revolutionary", Journal of Knowledge Management, Vol. 3 No. 2, pp. 121-132. https://doi.org/10.1108/13673279910275576