Personal Knowledge Management by the Knowledge Citizen
América SánchezOrganizational Learning and Knowledge
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Abstract
The discipline of Personal Knowledge Management (PKM) is depicted in this chapter as a dimension that has been implicitly present within the scope and evolution of the Knowledge Management (KM) movement. Moreover, it is recognized as the dimension that brought forth Knowledge-based Development (KBD) schemes at organizational and societal levels. Hence, this piece of research work aims to develop parallel paths between Knowledge Management moments and generations and the PKM movement. KM will be depicted as a reference framework for a state-of-the-art review of PKM.
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Personal Knowledge Management Individual, Organizational and Social Perspectives
Individuals need to survive and grow in changing and sometimes turbulent organizational environments, while organizations and societies want individuals to have the knowledge, skills and abilities that will enable them to prosper and thrive. Personal Knowledge Management (PKM) is a means of coping with complex environmental changes and developments: it is a form of sophisticated career and life management. Personal Knowledge Management is an evolving concept that focuses on the importance of individual growth and learning as much as on the technology and management processes traditionally associated with organizational knowledge management. This book looks at the emergence of PKM from a multi-disciplinary perspective, and its contributors reflect the diverse fields of study that touch upon it. Relatively little research or major conceptual development has so far been focused on PKM, but already significant questions are being asked, such as 'is there an inherent conflict between personal and organizational knowledge management and how best do we harmonize individual and organizational goals?' This book will inform, stimulate and challenge every reader. By delving both deeply and broadly into its subject, the distinguished authors help all those concerned with 'knowledge work' and 'knowledge workers' to see how PKM supports and affects individuals, organizations and society as a whole; to better understand the concepts involved and to benefit from relevant research in this important area.
Knowledge management practices and the focus on the individual
This paper reviews the current knowledge management (KM) practices to examine the attention (or lack thereof) paid to the individual in managing knowledge in organisations. It identifies and reviews four key practices of KM - i.e., information technology, organisational culture and structure, communities of practice, and human resource practices - to examine how knowledge is interpreted, processed and managed, and the role individuals play in such interpretations, processing and management. The review shows that existing KM practices may be improved through an increased focus on the role of individuals (an individual-centric approach) in designing and implementing KM in organisations.
The roles and values of personal knowledge management: an exploratory study
VINE, 2010
Purpose -This paper describes the roles and values of Personal Knowledge Management (PKM). The roles of PKM were investigated in the KM process cycle and the values were assessed for improving the competences of both individuals and organizations. A conceptual framework of PKM 2.0 was developed based on the research results. This conceptual framework defines the directions for future research in this area. Design/methodology/approach -A research model was developed based on a critical review of KM and the PKM literature, followed by a survey of the KM participants in KM associations / interest groups / societies. The results and conclusions were made based on the quantitative analysis approach. Findings -The result indicate that PKM is playing important roles in the KM process and both individuals and organizations are benefitting by PKM in improving their competences. The roles of PKM are positively correlated to the values of PKM for individuals and organizations. It is also found that the values of PKM for individuals are correlated to the values of PKM for the organization. Research limitations/implications -This study is intended as a starting point for exploring the roles and values of PKM. It aims to provide a generalized model of PKM, with further research required for specific contexts.
From Skills and Competencies to Outcome‐based Collaborative Work: Tracking a Decade's Development of Personal Knowledge Management (PKM) Models
Knowledge and Process Management, 2011
PKM is still a relatively under-explored or under-researched area . The competency and proficiency of Individual Knowledge Workers, among other factors, underpin the success of an organization's knowledge management initiatives. Individual learning is closely linked with organizational learning in knowledge management. Ahmed et al. note that knowledge management involves individuals combining and sharing their experience, skills, intuition, ideas, judgments, context, motivations and interpretations. One of the knowledge management strategies proposed by Wiig [5] is personal knowledge responsibility. This approach necessitates focusing on individual responsibility for knowledge-related investments and innovations and also on the competitive side, renewal, effective use and making available to others the knowledge assets within each employee's area of accountability. It also entails being able to apply the most competitively appropriate knowledge to the enterprise's work. In the past decade, several scholars (e.g. Frand and Hixon [6], Avery et al. [7] Berman and Annexstein [8] , Efimova [9], Wright [10], Zuber-Skerritt [11], Agnihotri and Troutt [12], and Jarche [13] ) have developed a particular model relating to PKM. Their model shares the same assumption that PKM, with respect to playing an important role in knowledge management, has benefits to individuals, organizations and social communities. 2. What is Personal Knowledge Management? Although there has not been extensive research in this area,, several scholars have articulated the nature of personal knowledge management e.g. Frand and Hixon [6], Avery et al. [7], Higgison [14], Jefferson [15], Volkel and Abecker [16], Martin [17] and Harold Jarche [13]. The following extracts provide an overview of what different researchers understand by PKM: (1) Frand and Hixon [6] Frand and Hixon considered that Personal Knowledge Management is a system designed by individuals for their own personal use [6] and "it is a conceptual framework to organize and integrate information that we, as individuals, feel is important so that it becomes part of our personal knowledge base. It provides a strategy for transforming what might be random pieces of information into something that can be systematically applied and that expands our personal knowledge." (2) Avery et al. [7] Avery et al. [7] argued that "PKM assumes that individuals have developed a selfawareness of their limits and abilities, i.e. what they know and what they can do. This personal self-awareness is an understanding of how much they know, how to access the things they know, strategies for acquiring new knowledge and strategies for accessing new information as needed. In the vast amount of information available and many means for acquiring new information, individuals have each mapped out their own areas of expertise and their own methods for additional learning." (3) Higgsion [14] Higgison [14] defined personal knowledge management as "managing and supporting personal knowledge and information so that it is accessible, meaningful and valuable to the individual; maintaining networks, contacts and communities; making life easier and more enjoyable, and exploiting personal capital" (4) Jefferson [15] Jefferson [15] argued that "PKM is focused on bottom up approach, with an individual perspective to KM. The goal is to allow individuals to choose what information to collect, how to structure it, and who to share it with. Individuals need to be able to manage their own information so that is meaningful, accessible when it needed, can be easily exploited. PKM allows workers to organize both digital and paper content in such a way to allow them to make sense of the deluge they are continually exposed to." (5) Volkel and Abecker [16] Volkel and Abecker [16] termed "Personal Knowledge Management to denote the process of the individuals to manage knowledge" and "PKM deals with embrained, embodied and encoded knowledge i.e. mostly with personal, selfauthored artifacts." (6) Jerome Martin [17] Martin [17] argued that "PKM is knowing what knowledge we have and how we can organize it, mobilize it and use it to accomplish our goal, and how we can continue to create knowledge."
In pursuit of the individual in the field of knowledge management
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Generations of Knowledge Generations of Knowledge Management Management
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Generations of Knowledge Management
Key Issues in the New Knowledge Management, 2003
Three Views of Change in Knowledge Management Knowledge Management, new as it is, is changing. There are at least three accounts of how it is changing and about how we should view "The New Knowledge Management" (TNKM). One account, by Mark Koenig (2002), sees KM as a field that was originally driven by information technology, the Internet, best practices, and later lessons learned, and most importantly knowledge sharing. This theory sees a second stage of KM as about human factors, organizational learning, and knowledge creation viewed as the conversions among tacit and explicit knowledge. The third stage of KM is the stage of the arrangement and management of content through taxonomy construction and use, and like the first is also heavily biased towards information technology.
Optimizing Knowledge-Work Through Personal Knowledge Management
Advances in IT Standards and Standardization Research, 2019
Knowledge-work is a discretionary behavior, and knowledge-workers should be viewed as investors of their intellectual capital. That said, effective knowledge-work is mostly dependent on the performance of individual knowledge-workers who drive the success of knowledge-intensive organizations. Therefore, the study takes the perspective of personal knowledge management in enforcing the effectiveness of knowledge-work activities. This study empirically demonstrates that knowledge-workers' behaviors are dependent on their motivation, ability and opportunity to perform knowledge-work activities. This study provides insights and future directions for research on knowledge-work as a discretionary behavior in organization and the factors influencing it. Scholars can investigate the effect of empowerment of individuals on their tendency to knowledge-creation, knowledge-sharing and knowledge-application. Since personal-knowledge often raise the issue of knowledge ownership, further attent...
Effective Personal Knowledge Management: A Proposed Online Framework
This paper presents an analytical framework for an effective online personal knowledge management (PKM) of knowledge workers. The development of this framework is prompted by our qualitative research on the PKM processes and cognitive enablers of knowledge workers in eight organisations selected from three main industries in Malaysia. This multiple-case research identifies the relationships between the effectiveness of four online PKM processes: get/retrieve, understand/analyse, share, and connect. It also establishes the importance of cognitive enablers that mediate this relationship, namely, method, identify, decide and drive. Qualitative analysis is presented as the findings, supported by the preceded quantitative analysis on an exploratory questionnaire survey.
Personal Knowledge Management: Systematic Review And Future Direction
2016
Personal knowledge management is the aspect of knowledge management that relates to the way in which individuals organize and manage their own set of knowledge. While in that respect, there has been research in this area for the past 25 years, it is at present necessary to speculate upon what research has been done and what we have discovered about this arena of knowledge management. In contrast to organizational knowledge management, which focuses on a firm's profitability and competitiveness, personal knowledge management (PKM) is concerned with the person's self-effectiveness, competence and success. People are concerned in managing their knowledge in order to become more efficient in a variety of personal and organizational interests. This study presents a systematic review of PKM studies. Articles with PKM concepts are reviewed with the objective of clearly defining PKM, identifying the benefits of PKM, classifying the tools that enable PKM and finding the research gaps...
Knowledge management: An instrument for the development of the knowledge society
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Personal Knowledge Management among Researchers: Knowing the Knowledge Expert
Background: Knowledge workers within the organisations still find difficulties in searching and locating knowledge resources and experts within their own firm. For organisations with high employee turnover, such as in the construction industry, this problem is deemed to be a risk that the organisations need to solve to succeed in achieving their goals. In another similar situation, knowledge management is highly expected to be well implemented in an organisation, especially in an institute of higher learning. Having academicians and researchers who work in silo in research projects would cause redundancy and waste of expertise, if the researchers are not sharing knowledge with each other due to lack of facilities and having an environment or culture that does not encourage knowledge sharing. There should be a facilitating condition, or ‘facilitating technology’, for sharing research expertise to these knowledge workers, to create awareness for acceptance of knowledge management. At the individual level, knowledge workers have their own way of managing knowledge, and this is considered as personal knowledge management (PKM), which has its own goals and objectives. This could lead to the collective goals and objectives of the organisation, if the PKM could be tapped in by the organisation and be made as part of the organisational knowledge management (OKM) strategy. On the technology perspective, there is still a gap between PKM and OKM, and how technology can help mediate between the two. Using artificial intelligence, or in particular, the software agent technology, PKM can be observed at individual knowledge worker level and an agent-mediated knowledge management framework, incorporating multi-agent collaborative framework, can be modelled to identify the possible ways the agent technology could be implemented to realise the OKM strategy from its roots. Aims: The aim of this paper is to study the issues in personal knowledge management and how agent intelligence can be used to identify and understand knowledge experts through their behaviour, diligence and intention. Method: The methodology starts with literature survey and review from both aspects –PKM and agent intelligence. This is followed by an analysis on how knowledge workers manage their personal knowledge from which some hypotheses are drawn up to be quantitatively and/or qualitatively proven. A conceptual model for agent-based PKM will be formalised by applying a human-agent collaborative framework. Results: Expected results are in the form of cross-reference of literature in the area of PKM and agent intelligence, with summary and outlook to conclude the literature findings. Pertinent issues and problems in PKM will be identified and a model for agent-based solutions will be proposed. Conclusion: Organisational knowledge management (OKM) starts from the individuals and their PKM. In order to achieve success in OKM strategy, there is a need to understand how individuals manage their knowledge at personal level. Agent intelligence can be used to tap into this PKM realm in order to locate and understand the behaviour, diligence and intent of the knowledge experts, and to match the knowledge and/or knowledge expert seekers. Possible Applications or Implications: Focus of area to be further developed by researchers, in terms of modelling a framework in the aspect of PKM for an agent-mediated knowledge management research. Agent technology could help knowledge workers to achieve their personal goals, and this can be further defined using a multi-agent collaborative framework.
Knowledge management: problems, promises, realities, and challenges
IEEE Intelligent Systems, 2001
Managing Personal Knowledge: Understanding the Knowledge Expert
Individual knowledge workers have their own way in managing personal knowledge. Despite the fact that new knowledge may be required by referring to a knowledge expert, knowledge workers within an organisation still find difficulties in searching and locating knowledge resources and experts within their own firm. With the rise of personal knowledge management trend among knowledge workers, researches have been done to understand how individuals manage their personal knowledge. The purpose of this paper is to understand the knowledge expert’s personal knowledge management, in order to propose a framework for modeling software agent in mediating the processes involved. The methods in this study starts with literature survey and review on managing personal knowledge, and a related term mostly found in literature – personal knowledge management (PKM). This is followed by a study and analysis on the activities of knowledge experts when they manage their personal knowledge, from which some hypotheses are drawn up to be quantitatively and/or qualitatively proven. A conceptual model for a non-agent mediated PKM is drawn as a result of this study, to prepare the base for applying a human-agent collaborative framework in further research. The discussion in this study concludes the aspect found in the findings, where location-based mediation and role-based mediation of software agents are to be developed in further research.
CSS 497 – Independent Study PERSPECTIVES IN PERSONAL KNOWLEDGE MANAGEMENT Concepts in Personal Information and Knowledge Management
The fields of Knowledge Management and more specifically Personal Knowledge Management have evolved as disciplines to enable businesses and individuals deal more effectively with an ever increasingly volume of information. Up through the mid 20th century, people typically when to school and then moved on to life-long careers that required minimal additional on-going education. The entrance of the “knowledge worker” in the late 20th century has dramatically changed the education and information need throughout a career. With knowledge work, a single one-time education is no longer adequate. Continuous and ongoing education becomes the norm when working in an information environment of continuous information growth. With this information growth businesses and individuals need to develop effect ways to categorize information Similar to Moore’s Law (Wikipedia, 2007) of computer density and power doubling every two years, an increase in the amount of information that people must deal with and manage with is also growing at an exponential rate. A skill of increasing importance is the ability to learn, internalize, and then later quickly recall and apply knowledge from previous experience or training. Information not actively used tends to diminish in time but individuals can still rapidly recall key concepts. If information from past experience is quickly accessible, individuals can rapidly refresh their understanding to apply their expertise in an efficient manner as new situations arise. This paper explores the practice of information and knowledge management as we move into the 21st century. In particular we explore that new the skills and techniques individual knowledge workers can use and apply (alt: apply/employ) to effectively organize, manage, and access information as a continuing process throughout their careers. This paper examines the requirements related to Personal Knowledge Management in three areas. 1. Concepts and issues related to Personal Information Management. 2. The need for Personal Knowledge Management. 3. The principals of effective Personal Knowledge Management., and 4. The innovative keys for Personal Knowledge Management techniques.
The Rise of Knowledge Management: In Pursuit of Excellence
Series on Innovation and Knowledge Management, 2005
Necessity is the mother of all inventions-Proverb This chapter provides an overarching introduction to the field of knowledge management (KM). It examines the emerging context and rationale for KM, the implications and benefits of KM for organisations, and the current understanding of the KM concept itself. The aim is to provide a broad theoretical basis for exploring the role of technology in KM and to set the scene for the remaining chapters of the book.
Knowledge Management: An Emerging Discipline Rooted in a Long History
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.
The unacknowledged parentage of knowledge management
Journal of Knowledge Management, 2011
PurposeThis paper aims to argue that the current malaise and fragmentation within knowledge management are at least partially caused by a lack of awareness of its own historical roots.Design/methodology/approachA comprehensive literature review shows that very explicit knowledge management concepts and practices were in circulation 50 years ago and that current knowledge management literature has very little historical depth.FindingsThe current canonical knowledge management literature almost universally ignores significant antecedents to knowledge management thinking and practice dating back to the 1960s.Practical implicationsThere are three practical implications: for knowledge management education to recover its historical antecedents; for KM theorists and practitioners to connect KM theory and practice to historically‐related work in economics, sociology and information management, from which it is currently isolated; through an understanding of its roots to help knowledge manag...
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