 CONCLUSIONS |
In
this article we have aimed to discuss some of the main concepts
that have formed the basis of thinking, debate and development
of organisational knowledge management projects. We have done
so by providing some guidelines and leads to the range of
viewpoints expressed in the literature on definitions of the
terms used in relation to knowledge management. We have aimed
to show the importance of the knowledge-based economy to economic
development both now and increasingly in the future, and thus
to the benefit of the organisation and its competitive advantage.
As
more evidence of the way in which knowledge management initiatives
have been introduced into organisations some important issues
have emerged, namely the need to consider the importance of
the socio-technical viewpoint rather than a purely mechanistic
approach to any initiatives. What emerges in much of the latest
case study material is the emphasis that is put on communication
and human aspect issues in successful K M initiatives, and
that the consideration of the social and cultural background
of any organisation will have considerable bearing on the
success or failure of projects. These are sometimes presented
as journal articles by a highly placed manager in the organisation
and ideally the articles discuss the benefits that the programmes
have delivered. Alternatively, there are examples of consultancies
reporting on individual organisations or on aspects of knowledge
management generalised from across several organisations with
whom the consultants have been involved. In some cases there
are examples of where knowledge management programmes have
failed. Many of these articles are included as case
studies which also provide details on specific aspects
of knowledge management. Occasionally surveys,
which may be quite narrowly focused on a particular issue,
provide very specific information in relation to knowledge
management and respondents’ attitudes towards it. Finally
the articles
provide examples of a more theoretical approach taken through
a literature review: this often appears to relate to the investigation
of one particular aspect of knowledge management.
In
the past decade knowledge management has become a central
issue for organisations but it is still difficult to identify
whether it is the latest ‘fad’ or one that will prove of lasting
importance to the future of organisations.
Refs:
- Allee,
V. (1997) Training & Development, 51,
71-75.
- Antonacopoulou
EP (1999) Creativity & Innovation Management
08, 130-140
- Apostolou,
D., Mentzas, G (1999) Knowledge & Process Management
(UK), 06, 129-139.
- Blumentitt
R and Johnston R (1999) Towards a strategy for knowledge
management Technology Analysis & Strategic Management
11, 287-300
- Coakes
E, Sugden G, Russell S, Camilleri J-P, and Bradburn A 2001
(Dec) ‘Managing tacit knowledge in knowledge intensive firms
– is there a role for technology?’ in E Coakes, D Willis
and Clarke S (eds) Knowledge Management in the Sociotechnical
World: The Graffiti Continues London:Springer-Verlag
- Miles,
I., Andersen, B., Boden, M., Howells, J (2000) International
Journal of Technology Management, (Switzerland), 20,
95-116.
- Morosini
P (2000) ‘Open Company Values: Transforming Information
into knowledge-Based Advantages’ in D Marchand (ed) Competing
with Information Chichester:Wiley
- Nonaka
I (1991) 'The Knowledge Creating Company' in Harvard
Business Review Nov-Dec
- OECD
(1996) The Knowledge Based Economy in 'Science, Technology
and Industry Outlook OECD Paris
- Pan
SL and Scarbrough H (1999) Knowledge Management in Practice:
An Exploratory Case Study of Buckman Labs Technology
Analysis and Strategic Management 11(3) 359-74
- Prusak
L Knowledge in Organisations Butterworth-Heinemann
1997
- Saint-Onge,
H. (1996) Strategy & Leadership (USA), 24,
10-15.
- Stair
- Tuomi
I (1999) Journal of Mangement Information Systems
(USA) 16, 103-118
There is also a
map available for the Knowledge Management
Review section
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