The Knowing-Doing Gap

Pfeffer, J., & Sutton, R. I. (2000). The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action. Harvard Business School Press.

Type

Book

Intellectual base

Review or monograph

Year

2000

Link

https://archive.org/details/knowingdoinggaph00pfefmatched

Cited from

cognitive_science

Cited by

2 citations across 2 artifacts.

Each citation links to the sentence it supports in the citing article.

Primes

• Knowledge-Action Gap
  • Strategic planning: plans known to be the right plan that the organisation does not execute, the territory of the strategy-execution literature.

    This sourceNames and analyzes the knowing-doing (strategy-execution) gap in organizations.

Mechanisms

• Stakeholder Realignment Workshop
  • Its honest failure mode is the knowing-doing gap — the room reaches genuine agreement that is never implemented, and talk substitutes for the change.

    This sourceIdentifies treating talk as equivalent to action as a barrier to turning organizational knowledge into action.

Verification

Does it exist? Not checked yet. This entry carries no identifier to resolve. It was extracted from the citation as written in the article, normalized, and deduplicated against the rest of the registry.

Does it back the claim? Not recorded. Neither this nor any other of the 2 citations of this work carries a recorded support check.

Support is checked per citation rather than per work — the same source can be cited soundly in one article and wrongly in another. Per-citation recording began recently, so a citation with no recorded check is a gap in the record rather than evidence it went unchecked.

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Links previously used in the corpus

Before the registry existed this work was also linked 2 other ways.

• https://books.google.com/books?id=MeY5hdgj1bAC ×1
• https://www.google.com/books/edition/The_Knowing_doing_Gap/MeY5hdgj1bAC ×1

Registry ID ref:2b399dc89051 · see in the full table