Pfeffer, AJ. & Sutton, R.I. (2000). The knowing-doing gap: How smart companies turn knowledge into action. Boston: Harvard Business School Press.
How is it that organizations get excited about a course of action and then do nothing to implement the decision? Describe. (feel free to use an example from your own experience) Does Pfeffer and Sutton's theory seem accurate? Why or why not? (chapter 1 and 2 of Pfeffer's book.
I found that you can access these two chapters at the following link: http://books.google.com/books?id=wpSP2eA6a9cC&printsec=frontcover&source=gbs_atb#v=onepage&q&f=false
Organizations frequently get excited about a course of action and then do nothing about implanting the decision. The text states this problem is due to the problem of the challenge of knowing how to enhance "performance into actions consistent with this knowledge" (Pfeffer & Sutton, 2000). It is called the "knowing-doing" gap.
This gap may be due to the lack of information managers and consulting firms have regarding how people actually use knowledge in their jobs. An additional problem is that knowledge is somehow divorced from doing. Thus, there is a disconnect between what firms feel they should be knowing or seeking to know and what is actually needed. In addition, knowledge management tends to focus on specific practices and ignore the philosophy guiding this action. This makes the action difficult to implement since it doesn't have a driving force or reason.
Another barrier cited in turning knowledge into action is the tendency to talk about ...
This solution discusses why companies are enthusiastic about ideas but do not turn these into action, based on Pfeffer and Sutton's book. Includes APA formatted references.