Managing knowledge management in organizational settings

2011

The business direction we call Knowledge Management (KM) has emerged over the last decades as a result of many intellectual, societal, and business forces. Some of its roots extend back for millennia, both in the West and the East, while others, particularly those associated with Cognitive and Information sciences, are quite recent. Globalization of business also plays an important role. Whereas KM has become a valuable business tool, its complexity is often vexing, and as a field, will still be under development for a long time to come. Significant changes in the workplace have already taken place, but changes to come are expected to be greater. As for other management directions, it is expected that KM will be integrated into the basket of effective management tools, and hence disappear as a separate effort.

Knowledge management (KM) is going through a challenging time. Interest in knowledge management in the corporate world is waning across the board. According to a major consulting firm, for the first time since its inception as an important management tool in early 1990s KM has fallen out of management's priority list this year. It is one more reason why a number of academics are questioning the viability of KM as a worthy concept and its right to be an academic discipline. There are multiple issues that have facilitated the growing ambiguity around the concept. First, ever since the concept emerged, some members of KM community have opposed the name knowledge management. According to this group, this moniker is a misnomer and an oxymoron. They consider that knowledge cannot be managed hence the name does not make any sense. Their rational is as, often, subject name embodies and exemplifies what the subject is about it creates considerable opacity in the understanding of the true nature of the notion. Second, the concept of knowledge management evolved from the idea of information technology management. Technology is a key enabler and a pillar of knowledge management. However, undue focus on technology in the early stage of knowledge management has, in many cases, brought dubious results putting a damper on the enthusiastic sprouting of knowledge management use. Third, lack of proper theoretical and philosophical foundation bifurcated the concept in two ideologies: subjectivist and objectivist. Each of these views propagates its strategy and focuses on different priorities. Recent studies show that the KM initiative based on just one of the two strategies does not always produce desired outcome. Fourth, in today's evolving market, management concerns and needs are changing rapidly. Because of the superficial constraint internally imposed by KM as a discipline, it is failing to engulf new adjacent concepts as they emerge. Big data, for example, is a case in point. Grounding on the ideas taken from previously emerged new disciplines the author argues that the concept of knowledge management should be augmented and renamed as "Knowledge Science." The domain of the new discipline, the paper suggests, should encompass all aspects of knowledge not just management of knowledge activities.

2002

We contend in this presentation that more sustainable and successful Knowledge Management (KM) solutions can be built by using the principles of Knowledge Engineering (KE) to understand knowledge in a more appropriate way. We will basically explore five aspects of practical knowledge relevant for promoting the essential Human Factors (HF) involved in KM tasks: 1. the value and function of knowledge 2. the motor and mechanism of knowledge 3. the two states and 3 conversions of individual knowledge 4. the logic of networking (natural organisation of knowledge) 5. the handling of knowledge (wheel of knowledge) and then explain their consequences under the form of five principles that we suggest could be used as leading criteria for designing and evaluating KM solutions and systems in a way more appropriate for implementing the recognition of the essential role of people. Website: http://www.fhbb.ch/weknow/vico/

Australian Journal of Business and Management …, 2012

Knowledge management is a process that helps organizations to find important information, select, organize and publish them; and it's a proficiency that will be necessary for actions like solving problems, dynamic learning, decision making. Knowledge management can improve a wide range of organization performance properties by enabling company to more intelligent performance, but it's not enough alone; because knowledge management to be useful needs undertaking staff to organization and their job, that accept the knowledge management process with spirit and heart and perform it (Wiig, 1999:14).

To better understand knowledge management requires that we first define what is meant by the term"knowledge." It is the result of a process that begins with data, which is a specific fact or figure that lacks context. Data organized to provide more context becomes information. Knowledge is the ability to take action based on that information. Knowledge management is essentially about getting the right knowledge to the right person at the right time. This in itself may not seem so complex, but it implies a strong tie to corporate strategy, understanding of where and in what forms knowledge exists, creating processes that span organizational functions, and ensuring that initiatives are accepted and supported by organizational members. Knowledge management is a process that transforms individual knowledge into organizational knowledge. s The aim of this paper is to show that through creating ,accumulating, organising and utilising knowledge, organisations can enhance organizational performance. The overall objective is to create value and to leverage, improve, and refine the firm's competences and knowledge assets to meet organizational goals and targets.

Knowledge Horizons, 2000

The business direction we call Knowledge Management (KM) has emerged over the last decades as a result of many intellectual, societal, and business forces. Some of its roots extend back for millennia, both in the West and the East, while others, particularly those associated with Cognitive and Information sciences, are quite recent. Globalization of business also plays an important role. Whereas KM has become a valuable business tool, its complexity is often vexing, and as a field, will still be under development for a long time to come. Significant changes in the workplace have already taken place, but changes to come are expected to be greater. As for other management directions, it is expected that KM will be integrated into the basket of effective management tools, and hence disappear as a separate effort.

quinary.com

Abstract. Knowledge Management is a discipline that investigates how to consolidate and augment individuals' expertise and know-how and how to make them part of a corporate knowledge asset. We believe that this goal can not be achieved without defining a structured ...

Journal of Management Studies, 2001