Hintere Außenansicht des D2 Gebäudes

Division for Knowledge-Based Management

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 in the first place?

  • How can data become information and information become knowledge?

  • How can knowledge be passed on and 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 work, 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 of needs be used as a strategic tool and what does knowledge of 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.

    KBM Foto

    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 division for Knowledge-Based Management consists of two collaborating working groups