HRD offices are an example since they advise companies on their knowledge management. This paper looks at how three HRD offices deal with their own internal knowledge management activities. Bukowitz and Williams distinguish two processes - tactical and strategic, with tactical knowledge management consisting of gathering information, using information to create value, learning from what has been created, and feeding back new knowledge into the system. The authors wanted to know what types of activities and conditions are seen by HRD offices as relevant to good knowledge management within that office. Sample Three Dutch HRD offices participated, and were given a pseudonym.
Staff tend to be office-based.
Projects are divided into phases and staff with different expertise work on each phase. Staff offer companies advice on organisational learning issues and are active in research and publishing. They often work at home or out in the field. Six to eight activities were described for each phase and the respondent asked to indicate how strongly they felt their organisation employed those activities. A list of topics was composed for an oral interview to be held a few days after the questionnaire was completed.