Dr. Cheryl is a very brilliant woman, teacher, coach, friend, and a leader. I was attracted to her because of her unselfishness, and a willing heart to not only share the knowledge she has with those around her, but also to empower them to look beyond themselves. Dr. Cheryl, I thank you for everything, your wisdom, coaching, and for giving me a wing to fly on. You are an amazing strong woman and a great friend that shares all she has!Eva KatushabeLas Vegas, NV
My promotion to full Professor was just approved. According to the feedback I’ve received, my chapter in The Refractive Thinker was a factor in establishing my scholarship credentials.Dr. Joseph PughProfessor
“Dear Dr. Cheryl Lentz: As we are working towards completing my book, I find that your editing is very thorough and detailed. I wish many college professors can learn from your style”. Zack Hasan, Ph.D., P.E.
The Refractive Thinker® demonstrates a clear understanding of the doctoral learner’s need for professional networking, intellectual marketing of peer works.Dr. Lucy Surhyel NewmanLagos, Nigeria
To find the hidden open positions, you have to network with the ‘righ’t people and the members of The Refractive Thinker® community are ‘the right people’. After a recent layoff, I reached out to The Refractive Thinker® community to assist in my job search. Success!Dr. Karleen YappColorado State University-GlobalDelran, New Jersey
Dr. Cheryl developed a totally new approach to publishing for The Refractive Thinker.®.Dr. Edward KnabEmbry Riddle UniversityPalm Springs, CA
Publishing is an expensive venture, time consuming, and most times heartbreaking just trying to get through the door. Who has an easy time with rejection of what may be potentially life changing theories? Join The Refractive Thinker® Family where academic writing is economically published.Dr. Beverly CarterNew Rochelle, New York
The Refractive Thinker® series will help you integrate refractive thinking into your core strategies.Brian JudBook Marketing WorksAvon, CT
The authors contributing to this series are some of the best critical thinkers in their field of study.Dr. Rich SchuttlerPro Progress AcademyPhoenix, AZ
Publishing in The Refractive Thinker® gives me more networking visibility. The prestige that comes with involvement in writing for The Refractive Thinker® is clear.Dr. Judy Fisher-BlandoCapella UniversityLa Mirada, CA
Ch. 3: Using Leadership to Improve Firm Performance through Knowledge Management
From the Book: The Refractive Thinker® Vol XI: Women in Leadership
SummaryAs a retired 23-year U.S. Navy Surface Warfare Officer, I understand knowledge management, innovative thinking, and completion of a mission. The knowledge management aspect interested me in examining the relationship of knowledge management, innovation, and firm performance. As a leader, I obtained and shared knowledge to attain solutions, sometimes with a short response time in order to complete a job, task, or mission. The same can be said of any organization within any industry. Leaders need to know how the knowledge and innovation affect their performance in support of their customers. Before becoming a leader, it was important to understand and support the relationship between knowledge management, innovation, and firm performance. Leaders are empowered to make decisions, as well as to share knowledge and find opportunities to incorporate innovation to achieve the performance of the Navy and now, post-Navy in the ship repair industry. As a leader, I am also empowered to empower others within the workforce.
Knowledge management is meant to be understood as limitless without gender biases and supported throughout the organizational culture. This study was an examination of the relationship of knowledge management, and innovation on firm performance of United States ship repair. The information gleaned through this study shows a statistically significant relationship of knowledge management and innovation on firm performance. This study included examination of a real world business problem as a means to counter the continued reduction in labor forces aged 25 to 54. The study findings offer solutions for organizational leadership to use in preventing the loss of knowledge to increase firm performance.