Knowledge Management (KM) is a term associated with the processes for the creation, dissemination, testing and utilization of knowledge.
Definition
A widely accepted 'working definition' of Knowledge Management applied in worldwide organizations is available from the WWW Virtual Library on Knowledge Management:
Supporting research and practice journals in which this definition is explained as well as in-depth research and applications related to this definition are available in the WWW Virtual Library on Knowledge Management.
In a sense KM has been around for ages: librarians, teachers, philosophers and writers have been practising it. In the context of the Information Age and the increasing use of computers, it has come to be seen as a deliberate effort that deals with the process particularly in the context of organizations. Acknowledging the crucial importance of those technologies in KM, the term Knowledge technologies is more and more used to refer to information technologies used to support Knowledge Management.
The use of the word 'management' highlights the fact that knowledge is an important resource/asset (in academic accounting regimes it is referred to as instructional capital). Like other styles of capital it requires a focused effort to optimise acquisition, transfer and deployment in an organization and to make sure of its availability and reliability at the right time for decision making. Regardless of how contentious or adversarial this process becomes, an underlying layer of consensus decision making is always required to deal with the choice of language, level of vocabulary, information technology tools, database or ontology. The term knowledge base is often used to describe these foundations. Maintenance of the knowledge base is an additional characteristic of this discipline.
KM is often described as being in step with other organizational initiatives and systems such as Quality Management and Business Process Reengineering. It may be undertaken in parallel with accounting reform to better optimize the organization to exploit its own instructional capital. It seems also to grow out of software configuration management ambitions.
The business value of knowledge management systems (KMS) are:
However, instructions for humans are not quite like code for computers. Many authors claim that knowledge cannot be "managed". Since management implies control, and knowledge relies on creativity, relationships, and context, they argue that heavy-handed control can stifle knowledge creation [Krogh]. Human development theory for instance draws a strong parallel between the natural capital of the planet's ecologies and the individual capital of human beings, and argues that both simply grow on their own. They gain little from intervention, other than minimal guidance and protection. To put in place any regime of "management", such arguments go, is simply to force these living things into the structures and rules that evolved for infrastructural capital and financial capital. This is unsatisfactory because they respond to very different treatments.
A similar argument applies to customer relationship management and social capital, with detractors arguing that such systems impose social control.
For the above reasons some consultants are now using the terms Knowledge Sharing and Information Management (KS&IM) rather than KM. According to this view, Knowledge cannot be managed; it exists in people's heads and can only be shared. Information, however, can be managed. To achieve a high performing knowledge organization requires a combination of cultural change (to promote sharing) and appropriate infrastructure (to anable information storage and retrieval).
The development of KM
Managing the instructions
Advantages of KMS to the organization
Problems with KMS
Implementing an KMS
Criticisms of KM - Control versus creativity
See also
Finding related topics
References
External links