 EXPLICIT
AND TACIT KNOWLEDGE |
| Knowledge
Strategy |
- Bater, B. (1999). "Knowledge management a
model approach." Managing Information 06(08):
38, 40-41.
Many organisations are reporting dissatisfaction
with their investments in IT. It is suggested that this
is often because of a lack of an IT strategy and an understanding
of what IT is being used for - to manage knowledge. The
idea of knowledge management and knowledge strategy are
examined and the need for a knowledge strategy to fit in
with the business strategy is emphasised. The SKI model
of knowledge management is introduced and the use of knowledge
maps is explained.
- Beijerse, R. P. U. (1999). "Questions in knowledge
management defining and conceptualising a phenomenon."
Journal of Knowledge Management 03(02): 94-109.
Knowledge management concepts are defined
and discussed. A model of the knowledge management process
is presented following a discussion of the definition of
management itself. Important questions arising from this
conceptual knowledge model are raised. These are categorised
into questions regarding strategy, oganisational matters,
instruments used in knowledge management, and output of
the entire process.
- Greco, J. (1999) ‘Knowledge is Power’. Journal
of Business Strategy, March/April 1999: 19-22.
Background is given about the reasons for
the increasing importance of knowledge management, and Ikujiro
Nonaka's 1991 Harvard Business Review article on the subject
is referred to. Hewlett Packard's approach to knowledge
management is particularly focused upon and its `microeconomy'
(with knowledge as currency) is outlined. Dow Chemical is
also referred to and the views of various experts are given.
An inset panel considers whether a knowledge officer should
be appointed.
- Honeycutt, J. (2000). Knowledge Management Strategies.
Redmond: Microsoft Press
- Sanchez, R., Heene, A (1997). Strategic Learning
and Knowledge Management. Chichester UK; New York, Wiley.
- Wiig, K. M. (1998). "Knowledge management
an introduction and perspective." International
Journal of Business Transformation 01(03): 162-170.
The current interest in the subject of knowledge
management in the organisational world is assessed and the
reasons behind it are discussed. A working definition of
knowledge management is put forward, and ways in which an
organisation can develop a knowledge strategy and manage
its knowledge assets are highlighted. An evolutionary perspective
of knowledge management is described, providing key dates
in the development of the knowledge management arena.
- Wilson, O. (1998). "Knowledge management putting
a good idea to work." Managing Information 05(02):
31-33.
Brief evidence of the commercial success
which results from effective knowledge management is presented.
A review is made of the popular concept of knowledge management
and the three sequential phases of knowledge management
are examined. The commercial application of knowledge management
is considered and the knowledge management system of one
international energy business is described.
- Zack, M. H. (1999). "Developing a knowledge
strategy." California Management Review 41(03):
125-145.
To help managers articulate the relationship
between their organisation's competitive strategy and their
intellectual resources, a theoretical framework, called
Knowledge Strategy, is proposed. The issues of business
strategy, knowledge as a strategic resource, and the knowledge
- strategy link are examined, drawing upon the experiences
of five organisations. The knowledge strategy framework
is then discussed.
There is also a
map available for the Knowledge Management
Review section
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