This link has been bookmarked by 122 people . It was first bookmarked on 10 Jul 2006, by V U.
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This Knowledge Management solution provider enables workers to capture, manage and share information throughout their organizations.
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…ensuring that the right information is available in an easily digestible format to employees across the organization at the point of need so they can leverage experiences and make more effective business decisions.
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encouraging information exchange among staff, for example, through formal and informal networking following training;
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- building intranets to provide access to information resources;
- creating 'yellow pages' or indexes to expertise; and
- creating newsgroups for employees to encourage information
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Knowledge management is a discipline that promotes an integrated approach to the creation, capture, organization, access, and use of an enterprise's information assets. These assets include structured databases, textual information such as policy and procedure documents, and most importantly, the tacit knowledge and expertise resident in the heads of individual employees.
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such as business processes, methodologies and know how
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collecting, summarizing, analyzing, and synthesizing facts that serve as critical inputs to client service teams, interpreting their findings into implications for teams.
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develop topical material relevant for internal and client related activities. Enhance the ability of client teams to access internal knowledge and experts, advise client teams on the application of practice knowledge and expertise
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sourcing internal knowledge and experts
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self-service" tools/databases for consultants and research professionals to access knowledge, including intranet sites
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internal knowledge codification and storage.
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internal knowledge sharing meetings, performance metrics and other practice events/activities
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expert systems for decision support and related software technologies
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information technology's relationship to business competition and strategy; the business value of information systems; the use of information systems to enhance decision-making, communication, and knowledge use in organizations; using information technology to redesign business processes; the ways information systems can add value to products and services; and the organizational, social, and ethical issues arising from information technologies.
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Learning processes determine how individuals and organizations create, acquire, interpret, transfer, and retain knowledge; they too may take a variety of forms. The approaches examined in this module include experimentation, benchmarking, and learning from past successes and failures.
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very soundly based course on, 'Information: Strategy, Systems, and Economics':
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Understanding the strategic aspects of information and
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information management is being transformed
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05 Mar 12
Ewen Le BorgneA seminal paper (2002) from Prof. Ted Wilson from Sheffield Uni addressing the 'is KM a fad'. This provoked a wave of reactions at the time...
!Key Classics seminal reference (KM) research information knowledge management
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31 Jan 12
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08 Aug 11
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30 Apr 11
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27 Feb 11
Greg LloydExamines critically the origins and basis of 'knowledge management', its components and its development as a field of consultancy practice. Problems in the distinction between 'knowledge' and 'information' are explored, as well as Polanyi's concept of 'tacit knowing'. The concept is examined in the journal literature, the Web sites of consultancy companies, and in the presentation of business schools. The conclusion is reached that 'knowledge management' is an umbrella term for a variety of organizational activities, none of which are concerned with the management of knowledge. Those activities that are not concerned with the management of information are concerned with the management of work practices, in the expectation that changes in such areas as communication practice will enable information sharing.
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In management consultancy it is, perhaps, not too serious to fail to distinguish between related concepts (although I suspect that management researchers would not be happy with this proposition), but for the fields of information science and information systems, it is clearly necessary for us to distinguish between 'information' and 'knowledge'. Failure to do so results in one or other of these terms standing as a synonym for the other, thereby confusing anyone who wishes to understand what each term signifies.
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IBM Systems Journal
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The first of the remaining 'technology' papers deals with 'knowledge portals', which turn out to be, '…single-point-access software systems intended to provide easy and timely access to information and to support communities of knowledge workers who share common goals.' In other words, a Web-based information system. The rationale for adopting the term 'knowledge portal' becomes very convoluted at times: 'We refer to information portals used by knowledge workers as knowledge portals (or K Portals for short) to differentiate this KM role and usage from other portal roles, such as consumer shopping or business-to-business commerce.' (Mack, et al., 2001). The 'Lotus Knowledge Discovery System' (Pohs, et al., 2001) consists of a 'K-station portal', which is a system to manage '…mail, calendar, discussions, to-do items, team rooms, custom applications, and Web sites…' [Lotus Domino perhaps?], the 'Discovery Server', which is '…an index to the written information and expertise that exist within an organization' and which includes 'spiders' to gather information from Notes databases, file system files, and external Web sites, and the 'K-map', which is, essentially, an information mapping and retrieval system. Of the remaining two technology oriented papers one is on the application of data-mining techniques to textual data bases, but instead of referring to this as 'text-mining', it is described as 'knowledge-mining'. The other paper is a review of the state of the art of speech recognition.
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The final paper in the collection is, 'Where did knowledge management come from?' (Prusak, 2001) This is an interesting paper, which cleverly tries to defuse the proposition that knowledge management is nothing but a management consultancy fad, claiming that, 'knowledge management is not just a consultants' invention but a practitioner-based, substantive response to real social and economic trends'. However, no evidence is produced to support this contention, so we must assume that it is little more than management consultancy rhetoric.
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I have given this issue of IBM Systems Journal more attention than the others partly because some of the papers are genuinely interesting and partly because they are freely available on the Web. However, they reveal much of the same tendencies as in the other journals: a concern with information technology, a tendency to elide the distinction between 'knowledge' (what I know) and 'information' (what I am able to convey about what I know), and confusion of the management of work practices in the organization with the management of knowledge.
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Turning to an older and probably better known consultant, we find that Peter Drucker, one of the first people to write about the idea of the 'knowledge society' and the 'knowledge economy' (Drucker, 1969), disputes the notion that knowledge can be managed. At the Delphi Group's Collaborative Commerce Summit, Kotzer (2001) reports Drucker as follows:
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…Drucker… scoffs at the notion of knowledge management. 'You can't manage knowledge,' he says. 'Knowledge is between two ears, and only between two ears.' To that extent, Drucker says it's really about what individual workers do with the knowledge they have. When employees leave a company, he says, their knowledge goes with them, no matter how much they've shared.
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The software industry has become particularly prone to search and replace marketing, with almost everything from e-mail systems to Lotus Notes groupware being re-branded as 'knowledge management' software.
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The literature of 'knowledge management' claims that the 'people' dimension is more important than the technological (in spite of the fact that most of the same literature is heavily oriented towards technology use). As noted earlier, Sveiby (2001a) holds that the 'management of people' is one of the two tracks of 'knowledge management', and the work of the World Bank is held up by a number of writers as evidence for the power of the 'people management' track of 'knowledge management'.
However, when we examine the World Bank's 'knowledge management' strategy, the reality (as with the technology track) bears little relation to the rhetoric. The 'vision' of the World Bank is that it should become not simply a financial agency but the world's 'Knowledge Bank'.
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The inescapable conclusion of this analysis of the 'knowledge management' idea is that it is, in large part, a management fad, promulgated mainly by certain consultancy companies, and the probability is that it will fade away like previous fads. It rests on two foundations: the management of information - where a large part of the fad exists (and where the 'search and replace marketing' phenomenon is found), and the effective management of work practices.
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This is not to say that enabling people to contribute effectively to the management of organizations is impossible and that sharing knowledge and enabling people to use their creativity in innovative ways in organizations is impossible - simply that it is very difficult, and that it does not reduce to some simplistic concept of 'knowledge management'! It demands a change in business culture, from the macho Harvard Business School model, to something more thoughtful and understanding of what motivates human beings. Organizations need to learn to think about problems, rather than grab at proffered 'solutions' - which often turn out to be expensive side-tracks away from the main issues. For example, if you have a poorly-rewarded and, hence, poor sales force, no amount of data warehousing (another so-called 'knowledge management' tool) is going to give you good customer relations.
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This paper was updated and published as "The nonsense of knowledge management revisited". In Elena Maceviciute and T.D. Wilson, (Eds.). Introducing information management: an Information Research reader. (pp. 151-164). London: Facet Publishing, 2005.
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09 Nov 10
kathleen johnsonprinted
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16 Oct 10
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29 Aug 10
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04 Jul 10
Alexander VießExamines critically the origins and basis of 'knowledge management', its components and its development as a field of consultancy practice. Problems in the distinction between 'knowledge' and 'information' are explored, as well as Polanyi's concept of 'tacit knowing'. The concept is examined in the journal literature, the Web sites of consultancy companies, and in the presentation of business schools. The conclusion is reached that 'knowledge management' is an umbrella term for a variety of organizational activities, none of which are concerned with the management of knowledge. Those activities that are not concerned with the management of information are concerned with the management of work practices, in the expectation that changes in such areas as communication practice will enable information sharing.
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27 Jun 10
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26 Jun 10
Heinz WittenbrinkNimmt den Begriff "Wissensmanagement" und einige verwandte auseinander. Unterscheidet scharf zwischen Wissen und Information, allerdings auf der Basis eines subjektivistischen Wissensbegriffs. Gute Kritik von "management talk" bzw, Beraterjargon.
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Ton Zijlstrarefound via Robert, I participated in 2002 in the resulting discussion with TD Wilson
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13 May 10
Juha KrapinojaExamines critically the origins and basis of 'knowledge management', its components and its development as a field of consultancy practice. Problems in the distinction between 'knowledge' and 'information' are explored, as well as Polanyi's concept of 'ta
km business information article research toread knowledge management
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10 May 10
Giorgio BertiniExamines critically the origins and basis of 'knowledge management', its components and its development as a field of consultancy practice. Problems in the distinction between 'knowledge' and 'information' are explored, as well as Polanyi's concept of 'ta
business schools communication consultancy information management sharing knowledge tacit knowing work practices learning change
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Examines critically the origins and basis of 'knowledge management', its components and its development as a field of consultancy practice. Problems in the distinction between 'knowledge' and 'information' are explored, as well as Polanyi's concept of 'tacit knowing'. The concept is examined in the journal literature, the Web sites of consultancy companies, and in the presentation of business schools. The conclusion is reached that 'knowledge management' is an umbrella term for a variety of organizational activities, none of which are concerned with the management of knowledge. Those activities that are not concerned with the management of information are concerned with the management of work practices, in the expectation that changes in such areas as communication practice will enable information sharing.
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In management consultancy it is, perhaps, not too serious to fail to distinguish between related concepts (although I suspect that management researchers would not be happy with this proposition), but for the fields of information science and information systems, it is clearly necessary for us to distinguish between 'information' and 'knowledge'. Failure to do so results in one or other of these terms standing as a synonym for the other, thereby confusing anyone who wishes to understand what each term signifies.
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'Knowledge' is defined as what we know: knowledge involves the mental processes of comprehension, understanding and learning that go on in the mind and only in the mind, however much they involve interaction with the world outside the mind, and interaction with others. Whenever we wish to express what we know, we can only do so by uttering messages of one kind or another - oral, written, graphic, gestural or even through 'body language'. Such messages do not carry 'knowledge', they constitute 'information', which a knowing mind may assimilate, understand, comprehend and incorporate into its own knowledge structures. These structures are not identical for the person uttering the message and the receiver, because each person's knowledge structures are, as Schutz (1967) puts it, 'biographically determined'. Therefore, the knowledge built from the messages can never be exactly the same as the knowledge base from which the messages were uttered.
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another, more interestingly, shows the lack of congruence between what a group of competitive intelligence analysts did and the technology being developed to help them (Schultze & Boland, 2000).
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like t
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12 Nov 09
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01 Jul 09
Stephen DaleExamines critically the origins and basis of 'knowledge management', its components and its development as a field of consultancy practice. Problems in the distinction between 'knowledge' and 'information' are explored, as well as Polanyi's concept of 'ta
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Violeta Damjanovic(October 2002) Examines critically the origins and basis of 'knowledge management', its components and its development as a field of consultancy practice. Problems in the distinction between 'knowledge' and 'information' are explored, as well as Polanyi's
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24 Mar 09
Gordon Rosshe conclusion is reached that 'knowledge management' is an umbrella term for a variety of organizational activities, none of which are concerned with the management of knowledge. Those activities that are not concerned with the management of information a
article research management km knowledge information knowledgemanagement
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25 Nov 08
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jptaravellaExamines critically the origins and basis of 'knowledge management', its components and its development as a field of consultancy practice. Problems in the distinction between 'knowledge' and 'information' are explored, as well as Polanyi's concept of 'ta
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Patrick ScheuererExamines critically the origins and basis of 'knowledge management', its components and its development as a field of consultancy practice.
knowledge management learningorganization learning 21stcentury organization enterprise2.0 articles academic knowledgemanagement km
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The conclusion is reached that 'knowledge management' is an umbrella term for a variety of organizational activities, none of which are concerned with the management of knowledge.
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Knowledge management (whatever it is) also shows signs of being offered as a Utopian ideal and the results are likely to be similar.
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Those activities that are not concerned with the management of information are concerned with the management of work practices, in the expectation that changes in such areas as communication practice will enable information sharing.
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'Knowledge' is defined as what we know: knowledge involves the mental processes of comprehension, understanding and learning that go on in the mind and only in the mind, however much they involve interaction with the world outside the mind, and interaction with others.
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Such messages do not carry 'knowledge', they constitute 'information', which a knowing mind may assimilate, understand, comprehend and incorporate into its own knowledge structures.
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The consequence of this analysis is that everything outside the mind that can be manipulated in any way, can be defined as 'data', if it consists of simple facts, or as 'information', if the data are embedded in a context of relevance to the recipient.
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but knowledge (i.e., what we know) can never be managed, except by the individual knower and, even then, only imperfectly.
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In other words we seem to have very little control over 'what we know'.
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The consultancy view
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the Web sites of consultancy companies, and in the presentation of business schools. The conclusion is reached that 'knowledge management' is an umbrella term for a variety of organizational activities, none of which are concerned with the management of knowledge. Those activities that are not concerned with the management of information are concerned with the management of work practices, in the expectation that changes in such areas as communication practice will enable information sharing.
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The conclusion is reached that 'knowledge management' is an umbrella term for a variety of organizational activities, none of which are concerned with the management of knowledge. Those activities that are not concerned with the management of information are concerned with the management of work practices, in the expectation that changes in such areas as communication practice will enable information sharing.
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In fact, in most papers, one has the impression that the authors are trying desperately to avoid talking about information and information systems - presumably in order to satisfy the requirements for having their papers accepted in a special issue!
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The final paper in the collection is, 'Where did knowledge management come from?' (Prusak, 2001)
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Another paper, on 'dispersed knowledge' in organizations (Becker, 2001) is a case of 'knowledge' being used as a synonym for information. The remaining papers are, in effect, cases on how information is created in organizations, and how information is used to guide practice - needless to say, information in these cases is called 'knowledge' without the distinction being elucidated.
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Thirdly, those papers that seriously address the question of whether knowledge can be managed generally conclude that it cannot and that the topic breaks down into the management of information and the management of work practices.
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and human-computer interaction - four papers) Taking these together as dealing with computing and its applications, we
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ken .KM=Contradiction in terms: "knowledge can't be managed". KM is IM rebranded ("search-n-replace strategy") a consultancy fad, snakeoil hype (Downsizing, ReEngineering, Technology focus). HumptyDumpty logic "means what i say it does"
6 * business consulting history ibm information knowledge management meaning po rhetoric technology
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Examines critically the origins and basis of 'knowledge management'.
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09 Mar 05
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Examines critically the origins and basis of 'knowledge management', its components and its development as a field of consultancy practice. Problems in the distinction between 'knowledge' and 'information' are explored, as well as Polanyi's concept of 'tacit knowing'. The concept is examined in the journal literature, the Web sites of consultancy companies, and in the presentation of business schools. The conclusion is reached that 'knowledge management' is an umbrella term for a variety of organizational activities, none of which are concerned with the management of knowledge. Those activities that are not concerned with the management of information are concerned with the management of work practices, in the expectation that changes in such areas as communication practice will enable information sharing.
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Examines critically the origins and basis of 'knowledge management', its components and its development as a field of consultancy practice. Problems in the distinction between 'knowledge' and 'information' are explored, as well as Polanyi's concept of 'tacit knowing'. The concept is examined in the journal literature, the Web sites of consultancy companies, and in the presentation of business schools. The conclusion is reached that 'knowledge management' is an umbrella term for a variety of organizational activities, none of which are concerned with the management of knowledge. Those activities that are not concerned with the management of information are concerned with the management of work practices, in the expectation that changes in such areas as communication practice will enable information sharing.
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Examines critically the origins and basis of 'knowledge management', its components and its development as a field of consultancy practice. Problems in the distinction between 'knowledge' and 'information' are explored, as well as Polanyi's concept of 'tacit knowing'. The concept is examined in the journal literature, the Web sites of consultancy companies, and in the presentation of business schools. The conclusion is reached that 'knowledge management' is an umbrella term for a variety of organizational activities, none of which are concerned with the management of knowledge. Those activities that are not concerned with the management of information are concerned with the management of work practices, in the expectation that changes in such areas as communication practice will enable information sharing.
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30 Nov 04
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31 Jul 04
Mario AsselinArticle de T.D. Wilson, Professor Emeritus University of Sheffield, UK
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Amy GahranReferred by http://www.roell.net/weblog/archiv/2004/06/25/knowledge_management_does_not_exist_personal_knowledge_management_does.shtml (Furled earlier)
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03 May 04
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