Knowing ‘What’ To Do Is Not Enough: Turning Knowledge into Action

by Jeffrey Pfeffer, Robert Sutton

Fall 1999

Volume 42
Issue 1

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Why, in light of all the substantial resources firms devote to improving their performance, do so few management practices actually change? In fact, knowledge management at many companies often makes the "knowing-doing" gap worse. This article explains why firms find it so difficult to translate knowledge into practice and offers a set of guidelines that address the sources of this problem. Knowing what to do is not enough; the challenge for managers is to figure out how to do what they know needs to be done.

California Management Review

Berkeley-Haas's Premier Management Journal

Published at Berkeley Haas for more than sixty years, California Management Review seeks to share knowledge that challenges convention and shows a better way of doing business.

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