Knowledge Management Revisited
Stephen Fiore2008, IEEE Intelligent Systems
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Abstract
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The paper explores the evolution and challenges of knowledge management (KM) in organizations, emphasizing the importance of human-centered systems. It discusses the historical context of KM, highlighting a wave of enthusiasm in the 1990s followed by disappointment due to poor implementations and lack of trust. The authors argue that knowledge retention cannot be solved through traditional methods alone, advocating for multidisciplinary collaboration in furthering the scientific foundation of KM to fulfill its potential.
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Many are questioning whether KM has any chance to become a viable tool with real business applications and impact on organizations work. Others believe that knowledge is the real engine of wealth generation and hence KM is the central driver of organizational competitiveness. Facts collected from a wide range of corporations show that KM is facing serious challenges. In this paper we analyze the reasons for which KM has gained a dubious reputation among business executives and explain why the only way to leveraging knowledge is through attention to the best source of tacit knowledgepeople. Finally we provide some insights about how the human component can funnel knowledge to a level where actual work is performed.
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This short chapter explores other motivations for organizations to implement KM. These motivations include obsolescence/innovation (these two go together as innovation leads to obsolescence), work process evolution, and persistence of knowledge. The goal of this discussion is to provide a basis for all organizations to justify KM initiatives that are not just event-based.
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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.
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Plenty has been written about the history of Knowledge Management (KM), but it has been difficult to know whether there has been much progress over the period discussed. For most authors the challenges begin with trying to define knowledge, and not much has changed here. This chapter takes a different tack, focusing instead on the firm the KM project is supposed to be supporting. If the model or 'theory' of the firm in mind is purely mechanical then KM is about collecting and sharing data -an IT project. KM's deeper promise was always to reach beyond IT towards helping manage those other forms of knowing managers rate essential to economic value creation. The chapter explores the knowledge implications of some available theories of the firm and how KM approaches might support them.
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Knowledge Management (KM) is an evolving field that attempts to maximise and sustain the competitive advantage of a company through leveraging its knowledge resources. KM practises are often built on a foundation of knowledge transfer and knowledge sharing. Recently there has been an increase on the reliance of automated tools to perform these functions. Typical components of these tools include:
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