{"status":"ok","message-type":"work","message-version":"1.0.0","message":{"indexed":{"date-parts":[[2025,8,2]],"date-time":"2025-08-02T18:01:01Z","timestamp":1754157661171,"version":"3.41.2"},"reference-count":18,"publisher":"Emerald","issue":"4","license":[{"start":{"date-parts":[[2001,12,1]],"date-time":"2001-12-01T00:00:00Z","timestamp":1007164800000},"content-version":"tdm","delay-in-days":0,"URL":"https:\/\/www.emerald.com\/insight\/site-policies"}],"content-domain":{"domain":[],"crossmark-restriction":false},"short-container-title":[],"published-print":{"date-parts":[[2001,12,1]]},"abstract":"<jats:p>Knowledge management (KM) approaches that ignore the principles of operations theory will achieve slow bottom\u2010line results if any. Many knowledge\u2010management programs operate under the implicit assumption that all improvements from KM\u2010enabled learning are equally beneficial. Because of this, organizations spread their KM investments too thin on organization\u2010wide initiatives that consequently do not produce near\u2010term business results. In this paper, we propose a knowledge\u2010management continuous process that first discovers where KM\u2010enabled learning will address a constraint to business results and then implements an appropriate intervention in the organizational learning process to accelerate the transfer and application of knowledge at the constraint.<\/jats:p>","DOI":"10.1108\/13673270110411742","type":"journal-article","created":{"date-parts":[[2003,1,6]],"date-time":"2003-01-06T22:39:37Z","timestamp":1041892777000},"page":"322-328","source":"Crossref","is-referenced-by-count":9,"title":["High\u2010speed knowledge management: integrating operations theory and knowledge management for rapid results"],"prefix":"10.1108","volume":"5","author":[{"given":"Daryl","family":"Morey","sequence":"first","affiliation":[]}],"member":"140","reference":[{"key":"key2022030720165685300_B1","doi-asserted-by":"crossref","unstructured":"Bhatt, G. 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