 KNOWLEDGE
MANAGEMENT PAYOFF |
| Organisational
Change and Knowledge (References) |
Books
and articles that talk about KM and change include:
- Albert,
S., Bradley, K (1997). Managing Knowledge: Experts,
Agencies and Organizations. Cambridge; New York, Cambridge
University Press.
This
argues that expert professionals have fuelled a break away
from the traditional organizational structure to one at
the heart of which is an agent and/or an agency system.
The changing working environment - such as workforce flexibility,
mobility and technological changes - have spawned a group
of knowledge-based employees-experts - who increasingly
have influence over work and wealth creation, ushering in
changes in the working environment and impacting on our
understanding of labour markets and organizational behaviour.
Case studies include AT&T, Labforce and Knowledge Net.
- Allee,
V. (1997). "12 principles of knowledge management."
Training & Development 51(11): 71-75.
Provides
a useful discussion of core competencies of knowledge and
the way in which acquiring suites of competencies
is replacing the learning of a few skills. Defines core
knowledge competencies as the expertise and technical
knowledge unique to a particular business. HRM, or PM,
functions are closely involved in the competencies approach.
Cites CIBC, Chase Manhattan and Xerox as organisations,
which have developed and implemented the competencies approach.
This allows employees to become responsible for their own
directed learning. Suggests employees should regard their
organisation as the customer for their competencies.
- Baladi,
P. (1999) Knowledge and Competence Management: ‘Ericsson
Business Consulting’, Business Strategy Review, 1999,
Vol. 10, Issue 4, 20-28.
This
case study describes a new knowledge management and competence
management initiative at Ericsson Business Consulting (EBC).
Following a brief review of the background of EBC, the framework
of a global business platform is explained. This includes
the issues of global practices, intellectual capital management,
culture change, leadership, common processes, competence
management, and knowledge management.
- Scarborough,
H., Swan, J., Preston, J, Ed. (1999). Knowledge Management:
a Literature Review. Issues in People Management.
London, Institute of Personnel and Development.
- Spinello,
R. A. (1998). "The knowledge chain." Business
Horizons 41(06): 4-14.
The
knowledge chain model is presented as a tool to help in
this process. The four components of the model - external
awareness, internal awareness, internal responsiveness and
external reponsiveness - are discussed. The need for organisations
to ensure the management of knowledge should be viewed as
a dynamic, ongoing process, it is suggested. That each stage
of the chain is durable enough to optimise their ability
to respond to changing market conditions is explained and
strategies which companies may adopt to strengthen the knowledge
chain are outlined.
- Unknown
(1999). "Innovation through knowledge management."
Creativity and Innovation Management 08(02): whole
issue.
This
special issue draws together recent research on the importance
of knowledge for managing innovation and change at the level
of the organisation. Seven articles explore the concept
of knowledge management and discuss emerging themes which
cover:
-
planned renewal of expertise; networking; structured knowledge
capture; enhanced learning and absorptive capacity;
-
knowledge management internalisation and leverage and
networks and alliances;
-
generic and local knowledge differences; learning by doing,
trying and using;
-
ideological and technological influences; rational and
reflective conceptual models;
- leverage
and learning motivations;
-
learning and knowing;
-
learning by knowing the same and learning by knowing differently;
-
cognitive competencies and coping with information overload;
-
cognitive, connectivist, and autopoietic paradigms of
knowledge management.
- Webb,
S. P. (1998). Knowledge Management: Lynchpin of Change
Some Practical Guidelines. London: Aslib - The Association
for Information Management.
This
booklet provides some practical guidelines for those interested
in the implementation process and operation of knowledge
management systems. It explains what knowledge management
is and the key management considerations and influences.
The initial tasks for getting started with knowledge management
are described, including the knowledge audit. Day-to-day
operation and systems software are also considered. Three
case studies illustrate different approaches to knowledge
management
Related
to change issues are of course barriers
to knowledge management.
There is also a
map available for the Knowledge Management
Review section
|
