K N O W L E D G E is a central aspect of our life. It empowers us to act and make important decisions both at the individual level, as well as at the level of companies and organizations. But ....

• How is new knowledge actually created?

• How can data become information and information become knowledge?

• How can knowledge be shared in organizations?

• How can organizations make better use of their existing knowledge, and how can tacit knowledge be transformed into explicit and communicable knowledge?

• How do organizations learn and what characterizes a learning organization?

• How can we learn from the future, and what would an extended learning theory for this approach look like?

• How can individuals and organizations learn about their purpose and their "best version" and what kind of knowledge is required therefore?

• How can we make purpose a measurable quantity both on the individual and the organizational level?

• How can Organizational Becoming and Organizational Self-enactment be explained as an Organizational (Deep) Learning process?

• How can vision and mission development processes in organizations be set up as learning processes in such a way that new sustainable knowledge is created?

• How can the knowledge about needs be used as a strategic tool and what does knowledge about needs mean in general?

These and other questions are the focus of our work at the Division of Knowledge-based Management. Our approach is strongly interdisciplinary, which is also reflected in a team of researchers from different disciplinary backgrounds.

Our work is structured along three areas: research, teaching and scientific advisory including consulting activities and the development of scientific solutions for practical projects.

The Knowledge Management Group consists of two collaborating working groups

• AE Spiritual Knowledge Management  (Led by ao.Univ.-Prof. Dr. Alexander Kaiser)

• AE Digitale Transformation und Wissenstransfer im Gewerbe und Handwerk (Led by Priv.-Doz. Florian Kragulj, PhD)