Should the Knowledge- Based Economy be a Savant or a Sage?

Wisdom and Socially Intelligent Innovation. D. Rooney and B. McKenna. Prometheus. Vol. 23, No. 3, Sept 2005.
Type of paper – article
Audience – academics, Public policy professionals.
This article explores the idea that knowledge without wisdom leads to social dysfunction and cataclysm, making public policy the context of their enquiry. They explore the Aristotelian idea of practical wisdom and briefly acknowledge an Eastern perspective (the Chinese “I Ching” and Persian philosopher Avicenna). The authors use the taxonomy devised by an eighteenth century Aristotelian (Giambattista Vico) that provides a framework of four intellectual types ranging from the Savant (imprudent) to the Sage (wise people) to explore how the administrative complexities of contemporary life can be approached from a knowledge point of view. They postulate that a knowledge economy managed without wisdom is deficient and can lead to cataclysmic outcomes (they cite the dot-com crash, I am thinking of the GFC) and that policy level discourse must contain social and ethical considerations, or the “knowledge” is wanting. Otherwise we are at the mercy of rationalist, functionalist, utilitarian and technocratic driven short term gains.

The article is very technical in its philosophical approach and is a hard read. However the argument is compelling. The savant approaches ethics slowly and most often fails. The sage has both practical and theoretical wisdom and makes plans for the long term. This they argue is a humanistic approach and is better for social policy in complex technological societies in the long term. Perhaps this assertion has been proved correct by the economic events of the past year?

Effective societal management

Here are article commentaries on Karl Wiig's model, with which I disagree as being too western-centric and simplistic, and David Rooney's model, which I find appealing, but the model is the size of the system.

Crossings

Summary on Crossings

Article summary for Week 4, Class 6.

Group: Bullet Express – Helen Ng Lam, Ian Blood Worth, Torrance Mayberry and Vijay Rao.

Audience: Academics, Knowledge Management Professionals
Abstract:

This article summarises Crossings, (Cranefield and Yoong -2009). It is a research paper for facilitating the embedding of Personal professional knowledge in an complex online community.


Description:

The researchers aim was to look at how communities of practice (COP) facilitate the embedding of Personal Professional Knowledge in the complex online world we live in today. The researchers undertook the research by interviewing 41 participants from 5 different online communities, online records for additional data and using Wiki so that the participants could feedback to the researchers. The researchers were able to determine that knowledge sharing was often facilitated by the participants by “Crossing” between the different spaces online, offline, visible and invisible, formal and informal and reflective and active mediums. As the participants moved through the different mediums they changed the information into knowledge by varying it and making it there own adapting it to fit the different functions of each medium. In addition to encouraging the development of Personal Professional Knowledge, the different mediums the study also provided a space where themes with mnemonic attributes were distributed and magnified.

Review:

The article was well written although I had you review my dictionary more than once while reading this article. I did however learn a few things while reviewing this article which is what knowledge management is all about.


References:
Cranefield, J and Yoong, P (2009) “Crossings”, online information review.

The Knowing Nation: A Framework for Public Policy in a Post-industrial Knowledge Economy

Rooney, D, & Mandeville, T., (1998), Prometheus, 16(4) pp. 453-467.

Bullet Express MIM Study Group (Pennie, Helen, Vijay, Torrance, Ian).

Audience: Academics, policy Analysts, Knowledge Management professionals

Theme: As countries enter the knowledge-based global economy, it is important to have a policy framework not based on neoclassical economic theory (only having tangible assets as factors of production), but one where intangible assets (primarily knowledge) are also considered factors of production. However, additional polices are not recommended – it is preferable to filter existing policies through a “knowledge-policy matrix”, so appropriate, “knowledge friendly” amendments can be made.

Summary:

With the increasing reliance of a countries competitive advantage on effective knowledge management, it is essential that policy is put in place for the development and utilization of intangible knowledge assets. However, given the fact that knowledge is context dependent (and a multitude of contexts can be applied to any given 'item' of knowledge), it is difficult to devise specific policy that can be applied to all contexts. For this reason, knowledge policy frameworks are useful, whereby existing policies are influenced by the identified national knowledge imperative.

The following points capture some of the key ideas in this paper:

• Knowledge is a key intangible asset.
• Key Question: how do nations develop knowledge policy initiatives that span their economies coherently and efficiently?
• Policy imperatives should require openness and a capacity to learn from the external environment.
• This requires nations to be receptive to knowledge, networked to foster knowledge flow, and be able to process codified knowledge (this requires a pre-existing critical mass of tacit knowledge be present in the economy).
• Separate knowledge policies are counterproductive; they risk de-contextualizing the knowledge - reducing its value.
• Authors present knowledge as a socio-epistemological system - i.e. one in which knowledge can be interpreted differently by different people, or by the same person in different contexts.
• They present a non-reductionist perspective on the context of knowledge, which they use to drive a policy framework which promotes a dynamic, self-organizing form of knowledge management.
• Non-reductionist - i.e. the whole is greater than the sum of its parts.
• The difference between a firm's book value and its market value is a proxy for its intellectual capital. This concept scales up to the level of economies.
• Intellectual assets exist in 3 usage domains:

1. External - competitors / collaborators / communities / networks. The ability to learn from external sources is profound. It is vital that this is capitalized on.
2. Internal - regulatory framework, government/bureaucracy, infrastructure, etc. The key is that a coherent knowledge policy framework is put in place.
3. Competence of personnel. People, people, people….the people aspect of economies can no longer be ignored. People must be utilized to their full potential, to achieve true competitive advantage.

Review:

I found the article interesting and balanced. It was a little hard going at times (socio-epistemological??) but well worth the effort. The authors acknowledged the scope for debate with what they propose, and that room for refinement exists. I internally applauded when they suggested that their ideas put less emphasis on "best practice". Rooney's ideas seem more pragmatic than some, which from a practitioner perspective is refreshing.

Wisdom as an Attribute of Knowledge Work

Rooney, D., McKenna, B., and D'Agostino, F. International Conference on Knowledge Management in Asia Pacific (KMAP), College of Management, National Taiwan University, Taipei, Taiwan, 2004, pp. 118-127.

Bullet Express MIM Study Group (Pennie, Helen, Vijay, Torrance, Ian).

Audience: Academics, Knowledge Management professionals

Theme: Orthodox management practice is based on objective knowledge management, but is set to be overwhelmed by the sheer volume of knowledge available to business decision makers. That is, unless wisdom is incorporated into the organizational decision making process.


Summary:

The knowledge economy is characterized by an excess of information and knowledge. Contemporary management practice is heavily influenced by neo-liberalism, rational managerialism, and positivist science, which espouse methodological reductionism. These ideologies are referred to as technocratic rationality, and the authors argue that such an ideology leaves decision makers vulnerable to knowledge overload. Wisdom, they suggest, can be used to overcome this. They also question why wisdom has not been afforded the same status as technocratic rationalism in management science. Further, they suggest that it is essential for wisdom to be incorporated into contemporary management practice, if organizational decision makers are to make optimal business decisions.


The following points capture some of the key ideas in this paper:

• The world is more connected, better informed, and has more expertise than ever before.
• This has lead to knowledge overload, resulting in increasing complexity and uncertainty.
• Decision making is bounded by the limits of human cognition and imperfect knowledge.
  

The following figure illustrates how information production by knowledge workers feeds back positively on itself. This cycle continues ad infinitum.

• The increasing complexity of decision making is a failure of the knowledge economy. The antidote, is wisdom.
• WISDOM - characterised by good judgement, is ethical, prudent and practical. It applies imagination, insight / foresight (transcendent forms of knowing).
• WISDOM is the catalyst for reducing knowledge overload.
• Competitive advantage from organisational learning can be driven by leveraging WISDOM.
• Little literature exists regarding wisdom in management theory.
• Current management practices embodying technocratic rationality are short-sighted, and need to incorporate more people oriented and humanistic practices.
• WISDOM is a mental shortcut to trying to apply rational method and technique to all of the knowledge present in a problem domain.
  

Review:

The article was interesting and made valid points regarding current management decision making practices in an environment of knowledge overload. It made a good case for incorporating wisdom into management practice. The paper offered practical advice, although it was often buried in dense, technical text, that I found difficult to read, and follow. For example, while interesting, it is difficult to see the relevance of Superstring Theory to a discussion of aesthetics in a management paper. I also though that in trying to support their argument, the authors focussed too much on subjective measures and not enough on objective measures. To some extent however, this is consistent with the theme of the paper.

The Knowing Nation

Article:
Rooney, D. and T. Mandeville, The Knowing Nation: A Framework for Public Policy in a Post-industrial Knowledge Economy. Prometheus, 1998. 16(4): p. 453-467.

Type of article: Position paper

Audience: Employers, Employees, Knowledge Management Professionals, Public Policy Makers

Focus:
To provide an insight on the usefulness of effective management of intellectual capital

Summary:
Introduction
The authors recommend that investment in domain knowledge override the urge for policy making frameworks. Today’s focus is on managing tangible assets. The authors also assert that the first nation to do so will dominate in the twenty-first century.

Understanding knowledge in the management domain
Empirical research has attempted to measure intellectual capital but this is difficult. Focus has moved toward strategies for harnessing and growing knowledge within the boundaries of its domain. To do this means that strategists and policy makers must understand the ecology of knowledge taking into account that knowledge is dynamic but maybe both tangible and intangible.

Knowledge policy framework
The authors advocate that the two concepts of knowledge management and intellectual capital are related and explores how intangible assets create value for an organisation.

There are three usage domains of intellectual capitalwhich further expand on this:

• External structure – relationships that occur between staff and their customers, vendors etc. Knowledge is gained from and shared with customers.
• Internal structure - the workings of the organisation such as manuals, procedures, culture, communication networks etc. Internal structures provide the foundation for cohesion within leading to knowledge creation, sharing, and re-use.
• Individual competence - the abilities and capabilities of staff, the investment in their professional development and ultimately transfer of knowledge for the benefit of the organisation.

The usage domains can also bring about the notion of communities of practice (CoP) which shouldn’t consist of staff of the employer alone rather CoPs are sites of knowledge transfer and innovation either internal or external to the employer. Conversely, where the usage domains are not recognized and knowledge transfer fails then a deficit is eminent. Lessons are left unlearned and tacit knowledge is untapped.

Conclusion
A balanced perspective is critical. Knowledge creation, storage and sharing seem key to building a knowledge policy framework that can be used to grow an idea, an organisation, a market, an economy, trade.

Review:
While the article is greater than 10 years old, the themes and lessons to be learned remain current. The authors’ position is convincing in the context of understanding knowledge and its relevance for employers irrespective of the size of their organisation. However, I believe the authors’ intention is to demonstrate the relevance of intellectual capital and its management on the international stage. The article is text heavy. The reader may appreciate the use of models to demonstrate the same point. Just an opinion!

Summary by Huia for KM Crackers

Summary of 'A Model of the Material, Mental, Historical and Social Character of Knowledge'

Article summary for Week 5, Class 7.

Group: MIM-SUMMER (Ashwini, Dick, Eleanor, Kai, Holger)

Rooney, D. & Schneider, U. (2005). A Model of the Material, Mental, Historical and Social Character of Knowledge. In Rooney, Hearn & Ninan (eds). Handbook on the Knowledge Economy. Cheltenham: Edward Elgar, 19-36.

Summary

Rooney and Schneider provide an extensive overview of what the concept of knowledge actually means, and in particular what ‘knowing’ entails. The focus is on what tacit knowledge is and how ‘enigmatic and messy’ it is. (p. 19) Their overview draws on research from the sociology of knowledge (that knowledge is socially constructed and articulated), the psychology of consciousness (how we came to know things from an evolutionary perspective), research into learning (specifically how knowledge can be declarative or procedural), and intuition (how we can form ‘relationships between different sets of ideas’). Put into this context, the act of knowing becomes something deeply human and deeply cultural.
The focus of explicit knowledge also shifts within this context. Here the importance is its ability to communicate something: ‘It is not the degree of codification which is significant, but, rather, the degree to which an idea is explained or made explicit’ (p. 22). So the focus is here on what happens when a person ‘reads’ the code, rather than on the code itself. The concept of knowledge’s communicability is dependent on a person’s ability to understand the code, and this is dependent on such factors as shared understandings, context and background. The final transformation of the knowledge comes when it is enacted by another person. The authors stress that this also takes place in a contextualized and individual way: the reenactment of the knowledge is never identical as the original ‘knower’s’ enactment, as: ’different people in different parts of social systems, having different vested interests and power, and experience different rewards and frustrations’ (p. 31).

Review

This is a heavy, academic article with much technical referencing to philosophy and sociology. Its strength is that it leaves you with an overall appreciation of how knowing is not a simple process; rather it is as individual as the wiring of a person’s mind and is inseparable with their cultural context and belief system. There are many very quotable excerpts, which illustrate complex points well. As primarily being concerned with the goal of describing knowledge there are no suggestions on how these definitions can be put into practice with the job of KM in an organizational context. This is not what the authors set out to do. The focus is also clearly on tacit knowledge as this is what the authors believe true knowledge is. For more understanding on explicit knowledge, it would be better to look elsewhere.

Summary on Effective Societal Knowledge management

Summary on Effective Societal Knowledge management

Article summary for Week 5, Class 7.

Group: Bullet Express – Pennie Sawkins, Helen Ng Lam, Ian Blood Worth,
Torrance Mayberry, Vijay Rao.

Audience: Academics, Knowledge Management Professionals, Public policy makers.Abstract:

This article summarises the Effective Societal Knowledge management, (Wiig -2007). It is a conceptual paper for building strong social knowledge management practices in nations around the world. This article highlights how knowledge based economies can contribute the development and growth of nations around the word.

The article surfaces the use of knowledge and knowledge management from society, perspective to provide acceptable conditions for citizens and business to participate in knowledge based economy.

Description:

At the grass root level, public /Citizens are seen as the key knowledge carriers and form groups within the society. The educational institutions form the basic foundations and fundamental building blocks in providing knowledge, and increasing literacy in cities, towns, national and global level. The knowledge obtained through academic qualification and practical experience is valuable asset at personal, group, society, local, national and global level. This has also improved the quality, security, social status in personal life and in communities (Polany Levitt, 2006, Prescott-Allen 2001, Wiig 2007).

Today, countries and governments globally have acknowledged the growth and development of country’s economy flourish through literacy and knowledge. Many under developed countries face challenges to spread literacy and knowledge due to social, economy, religion and geographical location. Organizations and Government bodies have to identify the key factors affecting knowledge based economy relative to requirements, task, awareness, issues, decision and governance. To balance the Society knowledge management, local bodies and governments have used various literacy programmes, mass media to educate and spread literacy and knowledge publically. Asian and other underdeveloped countries are battling to eradicate the illiteracy; through community learning, adults’ literacy programmes, volunteer programmes, free children education programmes, sponsored by World Organizations.

An effective multi – tier societal knowledge management system should be established, to focus; need and drive and society forward at various levels. The diffusion of knowledge through social service and non profit organizations has been successful in improving the social, health and economic conditions. The evolutionary ICT technologies have reduced the barrier of distant education and knowledge sharing. The use of innovative technologies has increased the market competition in small and big enterprises both locally and globally and contributes to economic growth at organizational and country levels.


Review:

Knowledge management from societal perspective is important to foster knowledge-related activities at all levels of society. It is important to build, maintain, and make the best use of the country’s broad knowledge assets to improve the quality of citizens, society’s welfare, with effective institutions, profitable commercial and industrial enterprises and personal success.


References:

Wiig (2007) Effective Societal Knowledge Management. Journal of Knowledge Management (Annual Special Issue on Knowledge-based Development), 11 (5), 141-156

Knowledge management in the public sector: stakeholder partnerships in the public policy development

Summary
This paper discusses the importance of the Knowledge Management in the public sector. The government has come to realise its importance since it plays a major role in coming up with a good public policy. A public policy is said to be effective through enhance decision making within public services. Developing a knowledge-based partnership is considered to be a critical success factor in creating, disseminating, transferring and applying the knowledge between the public sector and stakeholders. This is the KM process that needs to be practiced by the government and stakeholders to achieve greater participation and knowledge sharing. This is very important as the paper has stressed that knowledge is a core strategic asset. The partnership can result in coming up with issues as there will always be different views, misunderstanding and value-based disagreements. To have the desired results, communication must be knowledge-effective and providing a feedback will help resolved these issues. Both the government and stakeholders have their own capacity to develop a good public policy. Therefore, it is important to have an active participation in decision-making and to form a knowledge-based within partnership. This increases the collaboration that must be guided by KM goals and strategies. In this way, this can lead to effective and efficient means of sharing and transferring of knowledge. Thus, public policy becomes more effective.

Review
This paper has stressed the need for comprehensive KM within and in support of the public sector. It reveals that KM plays a vital role in the public sector for delivering an effective public policy through partnership with stakeholders. From the analysis of the issues as a cause of partnership, the commentator is suggesting to have a collaboration models between the public sector agencies themselves as well as between public sector and stakeholders. Deeper studies on KM in the public sector should be taken into consideration to look at ways of enhancing the public service delivery.

Posted by: Chariebel Enerio for Knowledge Regiment

Week 5, Class 7 - Knowledge Regiment group

Rooney, D. (2005). Knowledge, Economy, Technology and Society: The Politics of Discourse.

Knowledge Works as Fractals

Article:
Shohan, S. and A. Hasgall, Knowledge Works as Fractals in a Complex Adaptive Organisation. Knowledge and Process Management, 2005. 12(3): p. 225-236.

Type: Empirical research article

Audience: Senior Managers, CIO, Employees

Focus:
To prove that organisations that possess the characteristics of a complex adaptive system will achieve proven knowledge management capabilities, while improving the processes of knowledge performance and integration between employees. These organisations will be better able to respond correctly and quickly to dynamic changes in the environment.

Summary:
Qualitative research was undertaken to measure/understand/determine an employee’s value to an organisation when their personal knowledge bank grows. The research considered the role of the manager when this phenomenon occurred. Also, the research discusses how knowledge workers as fractals can operate sufficiently as silos regardless of organisational change. The goal of the research is to find a link between knowledge workers and the presence of knowledge management processes in an organisation. Additionally, the article discusses the impact of global commerce, technological development, media usage, a change in consumption characteristics and a change in the patterns of organisations.

Data was collected via observation sessions and interviews with members of six different organisations such as academic institutions, government departments, and a retail organisation.

Research findings included acknowledgement that:

• knowledge management is a central and strategic tool for an organisation
• knowledge management processes are inadequate or non-existent
• openness and honesty are important conduits for knowledge sharing
• Organisations must create an environment that is conducive to knowledge sharing else knowledge is lost.

According to the authors, the findings confirmed both managers and employees are responsible for synchronizing knowledge and dispersing that knowledge. The findings also affirm that the process of knowledge transfer between employees within an organisation is incompatible with dynamic reality.

Review:
The authors’ hypothesis of a link between the complex adaptive systems model and the organisation’s ability to manage knowledge was supported by observations, interviews and case studies. The authors describe well their sample selection and provide good use of statistics to demonstrate plausibility in their hypothesis. After reading the article, I feel well informed and eager to apply, in my workplace, the authors’ learnings, including their criteria used to define and develop observation sessions and interviews.

The material, mental, historical and social character of knowledge

Article Summary for Week 5 Class 7

(Group: KMx6- Fatemeh, Skalk, Bee, Lanoi, Max, Roger)

Rooney, D., & Schneider, U. (2005). The material, mental, historical and social character of knowledge. In Handbook on the Knowledge Economy, New horizons in public policy (pp. 19-36). Northampton, MA: Edward Elgar.

Type of article: Introductory chapter in a book .

Audience: Academics, Knowledge Management Professionals, Public policy makers.

Aim: This chapter provides a framework within which the rest of the chapters sit.

Summary:
The author maintains that knowledge or the act of knowing entails a number of things.
Tacit knowledge enabled modern society to come into being. Where humans used myths, stories and shared social backgrounds more socially orientated, strategic, abstract and innovative thinking occurred / are occurring. To enable these advances humans have always used symbolic, non-verbal thought systems such as imagination, intuition, analogy, and metaphor. These thought systems are used as linking mechanism to link an observation in the physical world to a description. This enabled humans to make sense of the world around them. Mention is made that knowledge have got two states, it can be articulated and un-articulated. The point is made that for knowledge to be shared in group it has to be communicable. The communicability of knowledge is dependant on the social context. A further distinction is made between procedural and declarative knowledge and intuition. An argument is then made that knowledge sits within a social-related and an interpretative-relational contexts. Individuals, as knowers’, are also doers. Individuals need to be made aware and be helped to cooperate, contest, advocate and communicate in the interest of better knowing. The knowers’ situation is also defined by time and space. Models should take cognisance of how information is diffused in groups through mediating technologies. Enactment of knowledge is the key aspect of knowledge transfer. Knowers enact knowledge strategically, the intentions are purposeful to realise goals and objectives for now or in the future. Knowledge systems are not predictable or controllable. This is a problem for managers and public policy makers. Strategic interventions can be put in place to enact knowledge. Wisdom and attention to context would be key elements for good public policy. The author them lists nine key observations from the article.


Review:
This chapter is part of a group of chapters on the concepts of Knowledge Management. It is not an easy ready and is highly philosophical in nature. If the reader is not comfortable with this approach or have enough prior knowledge then it is easy to loose interest. Ok use is made of headings to guide the reader through the text. Care should be taken to follow the argument. The useful bit of the article is the summary at the end (p. 33) that provides in points the position of the authors on Knowledge management and policy. These bullet points in my opinion are really useful to keep in mind if one were to explore knowledge management within Government policy.

Knowledge, economy, technology and society: The politics of discourse

Article Summary for Week 5 Class 7

(Group: KMx6- Fatemeh, Skalk, Bee, Lanoi, Max, Roger)

Rooney, D. (2005). Knowledge, economy, technology and society: The politics of discourse. Telematics and Informatics, 22(4), 405-422. doi: 10.1016/j.tele.2004.11.007

Type of article: Results of a discourse analysis.

Audience: Academics, Knowledge Management Professionals, Public policy makers.

Aim: To provide data and insight on how governments sees knowledge. With the aim to show that what might be possible in knowledge societies can not be seen or realised from a technocratic view point.

Summary:
Large corpus of documents on knowledge policy. Want to show that the discourse is technocratic. Makes the point that technocrats adopts “discourses of expert knowledge” and uses these in policy statements. Asserts that technocrats have a primary concern that knowledge is an object and must be co-modified; knowledge should have a commercial and / or industrial use. Gives a brief explanation of knowledge. Computer assisted text analysis software (Leximancer) that does automated grounded analysis were being used. Documents were obtained on a number of countries and supranational organisations (OECD, EU). The results at a high level indicated that out of the 20 most important concepts, governance, technological and commercial concepts are central. There is a sharp focus on technology and business. Social concepts like access, public and medical also appear, but are of less important. Governments appear to like to work harder on technologizing the community. The technological deterministic view that technology transforms the community, creates opportunities for access and makes people creative are most often mooted. Knowledge are used a vehicle to convey vested interests. Very few document mentions social and cultural aspects. It is concluded that the value and nature of knowledge as represented in the documents are seen only in the light of technology and economy. This is useful in that it (a) points to a society that choices a political context that is technocratic as opposed to emancipatory. Technocratic discourse threatens democracy and national sovereignty. (b) being aware of the dominant discourse would make policy writers aware of aspects that are not being mentioned. And it would make these kind of statements less like smokescreens. Reflexivity, creativity and culture are essential aspects of knowing. (c) Enacting knowledge is messy. This messiness should be valued since it enriches life.

Review:
This article reports on an innovative use of text analysis. The author goes to great length to explain the validity of the tests being performed. Although statistical counts are given for the various analysis areas it is sparingly used in the document. A shortcoming of this article is that there is no list given as to what, how many documents were analysed. No indication is given or assertion being made that the number of documents are actually representative of the discourse being studied. For the maps that are represented there is also no indication as to what the different access are where the items are being plotted. Although the results are very interesting and support the main argument of the author, the presentation could do with a little bit more work. It would be interesting to do a comparative analysis on the dataset to see where, New Zealand and Australia sits in the discourse on the Knowledge society.

Wisdom as an Attribute of Knowledge Work

Article: Rooney, D., B. McKenna, and F. D'Agostino, Wisdom as an Attribute of Knowledge Work

Type of article: Position paper

Audience: Academics, Knowledge Management Professionals

Focus: To define wisdom within the dimensions of psychology and philosophy and its role within knowledge management.

Summary:
Wisdom in the context of decision making is needed because judgment is easily clouded, influence misused, ethics less considered. The authors assert that wisdom is well defined by approaching it both psychologically and philosophically but affirms the approaches are different yet commonalities exist. Further wisdom embodies rational and transcendent forms of knowledge.

From a psychological perspective wisdom coordinates knowledge and judgments. While philosophically wisdom encompasses the social dimensions of shared understanding using adjectives such as prudent, sensory, visceral, worldliness, and tolerance.

To be rational is to reason for the purpose of attainment. Whereas to be transcendent is to know what is possible without rationality.

The primary objective of the article is to debate wisdom’s role in the context of knowledge management. According to Van Loon, decision making becomes increasingly difficult as the volume of sources and types of information grow and vary but Rooney suggests that perhaps wisdom shall prevail.

‘Practical Wisdom and Philosophy’ is the authors focus, from which a framework evolved:

• Ethics – humane tolerance
• Aesthetics – communicative eloquence
• Ontology – classificatory assumptions either explicit (definitions, codes, manuals etc) or implicit (assumptions or implied through practice)
• Mindlessness – to act without regard for routinized ruts, organisational coherence and predetermined destinations.
  

The author concludes warning the reader of potential pitfalls because of the inadequate theorization of knowledge.

Review:
The article’s psychological and philosophical bent aroused interest providing a multi-faceted perspective on wisdom and its application thereof. The authors substantiate their arguments citing authors of varied backgrounds. The article is aptly titled to peak interest from knowledge management specialist curious about the role of wisdom. An interesting read but the article left me wanting to know more. As aptly suggested by the authors how do you measure knowledge, exploit intellectual capital and use computer-based knowledge management systems versus applying wisdom, ethics and imagination.

Article Name: A Framework of Knowledge Management Systems: Issues & Challenges for Theory and Practice.
Author: Jungpil Hahn, Mani R. Subramani
Publication: Knowledge Management Systems 
Keywords: Information in organizations, knowledge management, knowledge management systems, organizational behaviour, organizational learning.

Summary: (259 Words)
Knowledge management concepts and practices in organizations are increasingly becoming important and firms are making momentous IT investments in deploying knowledge management systems (KMS). Knowledge management is the systemic and organizationally specified process for acquiring, organizing, and communicating knowledge of employees so that other employees may make use of it to be more effective and productive in their work.

This paper supplies an in depth research on knowledge management systems by proposing a developed framework called “Locus of Knowledge”. This framework is comprised of:
- Document Repository (Data Warehousing)
- Yellow Pages of Experts (Expertise Profiles and Databases)
- Collaborative Filtering (Internets and Search Engines)
- Electronic Discussion Forum

This framework provides a means to explore issues related to KMS and unifying dimensions underlying different types of KMS. As the basis of value creation increasingly depends on the influence of the intangible assets of firms, knowledge management systems (KMS) are emerging as powerful sources of competitive advantage. However, the general recognition of the importance of such systems seems to be accompanied by a technology-induced drive to implement systems with inadequate consideration of the fundamental knowledge problems that the KMS are likely to solve.

The possibilities that authors have discussed and raised within this paper is all about the size and diversity of networks, the maintenance of knowledge flows, and the long term effects of the use of KMS. This will facilitate a framework for the organizations as a reference that would enhance the usability of Knowledge Management System to its fullest and will also open avenues for future perspectives.

Review: (105 Words)
This article is one of unique writings from other articles. It portrays a sense of formal knowledge management framework and its methodology. One of the beauties about this article is that it explored positive, neutral and negative views of the topic and provided with clear evidences and investigations of each author.

One of the few weaknesses of the articles is that it’s not targeting one particular audience and keeping the views quite general. Conclusion is well built but leaves me with few questions to explore and search, which is on the other hand, is productive for audience. Overall it’s a nice article and worth reading.

(Posted by Jocelyn for Afraz) 

The Role of AI-based Technology in Support of the Knowledge Management Value Activity Cycle

Fowler, A. Journal of Strategic Information Systems, 2000.

Mim-Summer Group (Dick, Holger, Ashwini, Eleanor, Kai)

Type of Article: Empirical study using case based research and analysis.

Audience: Management students, CIOs, IT professionals, Database developers, KM professionals.

Focus/Theme: Explores the potentials and limitations of AI technology use in knowledge management through the exploration of a case study.

Summary

This article relates the relatively older field of Artificial Intelligence (AI) to the newer practice of knowledge management and explores the potentials and limitations. The author does this through linking it to Nonaka’s knowledge spiral and related concepts. He also considers three main areas of AI investigation; knowledge based expert systems (KBES), neural networks (NN) and case based reasoning (CBR) and links these through investigation of a real world case study in a recognised “knowledge company”. The structure he uses is a “Knowledge Value Chain” (KVC) loop to test the concepts under investigation. The medium is a case study featuring a company (Bay-Point) and he takes a phenomenological approach using Glaser and Strauss’s Grounded Theory developed for ethnographic studies. He conceptualises the ideas discovered using the KVC and grounded in the data obtained during the empirical component of the study to reach his conclusions.

The article explores the idea that tacit knowledge is hard to capture. The article is primarily concerned with exploring the extent to which AI technologies, so full of promise early on and with very little practical application to date, can be employed to support businesses manage tacit knowledge ongoing. Overall can AI assist to capture and organise knowledge? His conclusion is yes it can support those processes (capture, disseminate, embody), but reiterates Davenport and Prusak (1998) that only the human brain has the ability to create knowledge. He recommends a combination of formal explicit (machine-based) and tacit (human) knowledge processes to produce problem-solving capabilities to provide a competitive edge in today’s companies. He quotes Polanyi by saying that tacit knowledge cannot be codified and represented by a set of articulated rules or algorithms, and notes that this is still true even despite the advances in fuzzy logic and “intelligent agent” technologies. Tacit knowledge is embedded in perception, belief and values which are characteristics that contravene the principles of computer science. Artificial Intelligence (AI) technologies cannot substitute for the knowledge process, but it can facilitate it.

Review

The article is very well written and readable, even though very lengthy in its attempt to encompass and relate the different knowledge management and AI concepts. Using one case study to expand the framework was a good idea, although it could be argued that only one case study was insufficient to illustrate the complex ideas described. However the author does provide a very thorough literature review and simplifies a very broad field (AI development) to three main concepts to enable better understanding. The choice of an ethnographic approach suited the subject of enquiry; can AI technologies deal with the capture and dissemination of tacit knowledge? The conclusion that no it can’t, but it can take the dog work out of it.

References;

Davenport, T and Prusak, L (1998). Working Knowledge; How Organisations Manage What they Know. HBS Press, Boston.

Nonaka, L. Takeuchi, H. (1995). The Knowledge Creating Company; How Japanese Companies Create the Dynamics of Innovation. Oxford University Press. New York.

Polanyi, M. (1998). Personal Knowledge: Towards A Post-Critical Philosophy. Routledge, London.

Title: Many Rivers to Cross from ICT to Knowledge Management Systems.

ARTICLE SUMMARY & Review (Week3-Class4) by Torrance Mayberry
(Group: Pennie, Ian, vijay, Helen Ng )

Author: Paul H. J. Hendricks
Audience: Academics, Knowledge Management Change Agents.
Theme: ICT acts as catalyst for knowledge management and ICT alone cannot make organizations more knowledgeable.
Aim: Discern relationships between ICT tools and knowledge.

The relationship between ICT tools and knowledge management has proven to be problematic. The advocates of ICT-driven knowledge management suggest ICT alone enables knowledge acquisition, knowledge transfer and distribution, and knowledge creation. In other words, alone, a pure engineering approach can make organisations more knowledgeable.

The advocates against a pure engineering approach acknowledge that ICT can act as a catalyst for knowledge management but they also argue that ICT tools primarily address data and information and not knowledge. In other words, a pure engineering approach ignores the management approach to knowledge.

Research conducted in the period 1993 – 1998 has shown that much of the knowledge management literature was biased towards a technological agenda. This research cites the engineering approach to knowledge was the dominant position in the knowledge management space. Moreover, the engineering approach to knowledge steered away from wider organisational issues and it ignored social and behavioral factors.

To address the ICT-knowledge management problem, one must make a clear distinction between the engineering approach and the management approach. Additionally, one needs to discern between the four classes to knowledge: the knowledge storage approach; the knowledge flow approach; the organizational learning approach; and the knowledge measurement approach. An understanding of these distinctions combined with a set of assessment criteria will provide rationale to establish a meaningful link from ICT to knowledge management.

Review
In conclusion, this article and title assumes the reader of the article has a clear understanding that there are many rivers to cross get knowledge and that we, in knowledge management, know where the rivers to be crossed are located.

A few questions to ponder for the reader of this summary:

1. What are the many rivers in your organisation?
2. Have the many rivers been defined?
3. Where are the crossings located for the many rivers?
4. What are the bridges that need to be constructed to reach the other side?

Factors Affecting the Adoption of Knowledge Management Technologies: A Discriminative Approach

ARTICLE SUMMARY & REVIEW (Week3-Class4) by Fatemeh Hosseini

(Group: KMx6- Fatemeh, Skalk, Bee, Lanoi, Max, Roger)

Article: Factors Affecting the Adoption of Knowledge Management Technologies: A Discriminative Approach

Please find the review for this article here.

TOO MANY RIVERS TO CROSS – By Paul H.J. Hendriks
Review by : Enlightened Group – Teri, Raju, Clements, Madalin, Denis, Satish
SUMMARY
This article attempts to explain the idea that ICT and Knowledge management are concepts that are quite different, but have some connectedness. The general perception amongst some commentators and indeed the literature, suggests that ICT enhances and to some extent “creates knowledge” as well as valuable knowledge management tools. The supporters of this view see ICT as having critical importance.
The author takes a position of caution and suggests that the relationship between ICT and Knowledge Management should be carefully considered, because knowledge is more than just codified information or information processed through some form of software or data disseminating exercise – the explicit side of knowledge. This is not enough, and it’s a perception according to the author, that needs to be corrected. How do we correct that position? The suggestion is that ICT is of potential value to knowledge management and that potential value should be tested against 5 dimensions, which must all be addressed under the following questions; as the response to these questions determines the points of mutual value or “symbiosis” between the two:
1. What is the relationship between ICT and KM strategy and the overall KM policy?
2. Are there any relationships between ICT and all aspects of knowledge through identifying some distinctions or differences?
3. What relationships are seen from an organizational and individual / group, perspectives?
4. What is the relationship between ICT and the dynamic nature of knowledge in terms of processes and flows?
5. Are there any relationships between ICT and KM measures ( as in Human Resource The author Management and organizational perspectives)?Finding a symbiotic rekationship between the
The overarching consideration is that when the responses to these 5 dimensions have been considered, it becomes easier to explain why some aspects of ICT in a particular KM context were applied and not others.
REVIEW
The article is written around the views of various commentators and literature on the subject. Although it read well and much is said about the views of others, it would have been interesting to see whether or not the same perceptions might have been reflected through a set of questions and answers through a survey of organizations and groups. The article would be of special interest to other academics rather than business strategic planners.

Knowledge management systems: finding a way with technology

ARTICLE SUMMARY & REVIEW (Week3-Class4) by Fatemeh Hosseini

(Group: KMx6- Fatemeh, Skalk, Bee, Lanoi, Max, Roger)

Article: John S. Edwards, Duncan Shaw & Paul M. Collier (2005). Knowledge management systems: finding a way with technology. Emerald Group Publishing Limited. 9 (1), 113-125.

Please find the review here.

The role of AI -based technology in support of knowledge management value activity model

ARTICLE SUMMARY & REVIEW (Week3-Class4)
[Vijay Rao]

(Group: Ian,Helen,Pennie,Torrance,Vijay)

This article summarises “AI-based technology in support of the knowledge management value activity cycle” Fowler (2000). It surfaces the use and limitations of AI technology in the context of Knowledge management based systems. Primarily it focuses on the use of AI, to improve the business process, performance, productivity in an Organization by capturing the raw data and information and explores how the AI can support business in their attempt to successfully manage the explicit and tacit knowledge.

The conceptual frame work of “Knowledge Value-Chain” (KVC) based on ‘knowledge spiral’ model proposed by Nonaka Takeuchi (1995) is developed to demonstrate the “knowledge activity cycle”.

The article introduces different knowledge base systems such as:

Knowledge based expert system(KBES):

The knowledge based expert system comprising of Knowledge base, KB expert system and subsystems inter linked with an inference search engine incorporating rule base selector and interpreter with working memory with in a framed network and user interface.







Neural Network (NN):

The technique uses neural nets which are strictly data manipulators and storage/presentation devices, respectively, and do not contain a knowledge base. It comprises of various nodes similar to human brain. The strength and weight of each node are calculated and adjustments are manipulated before presenting final decision or output. It can operate with incomplete set of data/information. These types of technique can be correlated to tacit knowledge held by individuals in making decisions operating with incomplete set of data.

Case Based Reasoning (CBR):

In this technology the optimizer uses algorithms which does not manipulate the inputs unlike the NN, it select the best possible case or scenario by scanning with in the knowledge base before presenting or reporting. The disadvantage of such systems requires larger memory and infrastructure, necessitating more human intervention.

Tacit Knowledge in AI:

Capture of tacit knowledge has always been a challenge due to human behaviour is no different by using newer technologies; it becomes even more complex as more objects are involved. The characteristics of tacit knowledge impede the implementation within the context of AI technology. However from the illustrative research model “Knowledge value activity” shows combination of formal, explicit knowledge in the machine, and the non-formal, tacit knowledge of the users, can result in enhanced problem-solving capabilities which surpass either one of these components acting alone.

Comparison of different AI techniques:

The comparison of KBES, NN and CBR shows each of the technologies has implications and restriction with varying advantages. The classical rule based expert systems rely on ideal assumptions of structures, certainty, rationality and linearity which is in sharp contrast to KM domain which assumes (subjective meaning, uncertainty, belief and faith), which forms the concept of tacit knowledge.

Review:

The implementation and use of AI in an organization is not a unique solution to meet the organization demand in context of KM. However the combination of the AI and human mental and knowledge can improve the quality, expedite KM process in an organization. Furthermore, the creation of hybrid systems comprising combinations of rule-based expert systems and NN’s may offer access to embedded knowledge coupled with an ability to function in the partial absence of certain data.

Reference:

Davenport, T.H., Beers, M.C., 1995. Managing information about processes. Journal of Management Information systems 12 (1), 57±80.

A.Fowler , (2000) , The role of AI-based technology in support of the knowledge management value activity cycle, Journal of Strategic Information Systems,pp 107 -128

Nonaka, I., 1991. The knowledge-creating company. Harvard Business Review 69 (6), pp 96 – 104

Nonaka, I., 1994. A dynamic theory of organisational knowledge creation. Organisation Science 5 (1), pp14 - 37.

The Tools & Technologies Needed for Knowledge Management

ARTICLE SUMMARY & REVIEW (Week3-Class4)
(By MIM-SUMMER: Ashwini, Dick, Eleanor, Kai, Holger)

Title: The Tools and Technologies Needed for Knowledge Management (KM)

Theme: This article aims to provide an overview of KM software market, broadly Consisting of two categories: KM infra-structure tools and technologies and KM access software.

SUMMARY

The author, referring to different definitions of knowledge management, recognizes the enormous value that human resources bring to an organization. She suggests that effective leveraging of knowledge, enabled by appropriate technology infra-structure providing the base for establishment of KM solutions, leads to organization environments where knowledge sharing and collaboration becomes a ‘BAU’. KM infra-structure tools and KM access software are the two major categories of KM software market.

KM Infra-structure Tools and Technologies

Data Warehousing Infra-structure: These include tools and application software that focus on extraction and analysis of data captured from business applications to support business decision-making.

Content Retrieval/Management software: These tools, supporting un-structured data management requirements of KM initiatives, enable users to organize information at the object level based on topical areas rather than full documents.

Business-ware Management Systems (BWMS): They enable knowledge capture & use by providing support for real-time application integration and business process automation.

Collaborative Applications: They focus on core functions like email, shared folders/databases, group calendaring/scheduling, and custom applications for knowledge sharing and collaboration.

KM Access Software

Enterprise Information Portals (EIP): This software, augmented by KM tools, provides individual/group access to both structured and un-structured data.

Intellectual capital Management (ICM) Software: It builds and manages the employee competencies inventory, monitors and manages processes by transferring know-how into corporate policies and procedures.

Workforce/Skills management Applications: They determine location of corporate expertise, help in hiring/deploying/retaining employees for supporting KM initiatives.

Emerging KM Tools & Technologies

The new emerging technologies include ‘knowledge exchange platforms’ for trading in knowledge, corporate learning management software, knowledge workflow management software, and knowledge profiling technologies.

REVIEW

The article provides a bird’s eye view of the various tools and technologies available in the KM software market. The simple language, good writing style, logical flow of subject matter has served the intended purpose of introducing the reader to the tools and technologies needed in KM. However, the importance of adoption of these technologies by the ‘people’ component of a KM system has been totally ignored and there is a scope for improving the structure of subject matter.

Reference:
Duffy, J. (2001). The Tools and Technologies Needed for Knowledge Management, Information Management Journal, 35 (1), pp 64.

SUMMARY OF: A REVIEW OF CULTURE IN INFORMATION SYSTEMS RESEARCH: TOWARD A THEORY OF INFORMATION TECHNOLOGY CULTURE CONFLICT

Hi,

Our group has summarized and reviewed a research paper by Dorothy E.Leidner and Timothy Kayworth. Please find the summary in our group blog

Many rivers to corss: from ICT to knowledge managment systems

Read a summary and review of the article "Many rivers to cross: from ICT to knoweldge management" by Susan Yang (Knowledge Regiment group) click here.

The 11 deadliest sins of KM

MIM503 – Week 2 Class 3
[Helen Ng Lam]

Fahey, L., Prusak, L. (1998) The Eleven Deadliest Sins of Knowledge Management. California Management Review, Spring 1998

In Fahey & Prusak (1998) study of over one hundred knowledge projects, they identified eleven pitfalls in managing knowledge that could potentially restrain the development of knowledge and how it is applied and maintained in organizations. These errors include 1) not developing a working definition of knowledge; 2) emphasizing knowledge stock to the detriment of knowledge flow; 3) viewing knowledge as existing predominantly outside the heads of the individuals; 4) not understanding that a fundamental intermediate purpose of managing knowledge is to create shared context; 5) paying little heed to the role and importance of tacit knowledge; 6) disentangling knowledge from its users; 7) downplaying thinking and reasoning; 8) focusing on the past and the present and not the future; 9) failing to recognize the importance of experimentation; 10) substituting technological contact for human interface; 11) seeking to develop direct measures of knowledge.

In this research, the authors reveal that most managers fail to distinguish between data, information and knowledge and deem hesitant to the implications of the dissimilarities. They view knowledge as a ‘stock’ or an object that can be captured and transmitted among individuals, or stored in multiple ways within the organization. The concept of knowledge ‘flow’ on the other hand suggests that knowledge is ‘central’ to day to day task and is individual-generated and is ‘inseparable from the individuals who create, communicate, and leverage it. Most managers think that ‘knowledge’ has a life of its own and use advanced databases and search engines as ‘knowledge bases’, but the authors suggest that any discussion of knowledge is meaningless without someone knowing it. That literally means knowledge originates in the head of the individual.

One of the critical concepts of km is ‘shared context’, but most managers fail to recognize its importance. Shared understanding or knowledge is likely to change overtime, so in the absence of shared context in the organization, individuals’ different perceptions and beliefs would cause disagreements and impact decision making. The managers tend to disown their lack of understanding of tacit knowledge and its uses in redefining new insights into organizational decisions such as customers behavior for marketing purposes. Another issue is that many companies ‘disconnect knowledge from its uses’. The information collected from customers becomes knowledge when information is used to make decisions. The use of knowledge is intended for future decision making, but not the past events. Experimenting with different approaches into creating new knowledge is encouraged to analyzing, initiating and piloting projects. For example, involving customers in specific stages of product development, or learning or suggesting new ways to delivering solutions. Although IT is an effective way to contribute knowledge, ‘human intervention remains the only source of knowledge generation’.

The authors suggest ways to avoid these errors from happening and recommend that managers consider knowledge as an organizational phenomenon, and it is distinct from data and information; must be cautious to detect and correct errors in generating, transferring, and leveraging of knowledge in the company.

The article is well written and targets not only managers but professionals who are involved in km in any organization. The 11 problems identified in the authors findings are clearly explained in detail – includes the ‘why’ managers fail to recognize these errors and ‘how’ to avoid them in the future. The main message declare in this article can be read and understood by anyone who is interested in studying km.

The Eleven Deadliest Sins of Knowledge Management

Read a summary and review of the article "The Eleven Deadliest Sins of Knowledge Management" by Liam Fahey and Laurence Prusak here.

The State of the Notion: Knowledge Management in Practice

Read a summary and review of Rudy Ruggles's article "The State of the Notion: Knowledge Management in Practice" here.

Death by information overload

Reading for Lecture 3
Article Name: Death by Information Overload
Author: Paul Hemp
Publication: Harvard Business Review
Audience: Practitioners

Summary

This HBR article focuses on exposing and addressing the problems associated with information overload caused by the torrent of emails, instant messages, and so forth. Although it is acknowledged by everyone that information is the inevitable potent tool of the knowledge worker, unmanaged information access can be overwhelming and disadvantageous to both individuals and companies. The author identifies the problems faced by individuals and companies and goes on to suggest solutions to alleviate them. While the problems for individuals is primarily piling up of information and inability to process it at the same pace, the major issue for companies is loss of productivity and efficiency. Employees spend a considerable amount of time processing email not all of which is of real value. Studies by Microsoft show that a single interruption will take on an average of 24 minutes to return to the suspended task. Another concern is the hold-up of decision making due to the ‘online silence’ of the recipient whose reply might be required to proceed on a major project. However, many organizations fail to acknowledge this problem partly because it is not easy to quantify the costs and consequences of information overload.
The solutions suggested by the author include good use of technology tools in the market like email filters; twitter feed streamlining, work pattern sensors etc. to address individual and organizational productivity issues. The author strongly advises that it is necessary to make a conscious effort to manage information overload at a personal level and bring about cultural changes in organizations to tackle this multi dimensional problem.

Review

A genuine practitioner oriented article with many tips to manage information overload at an individual and organizational level. The examples cited are really enlightening. The article is set out with clear structure and headings to guide the reader and therefore contributes to better comprehension. However, I thought the article heavily dwelt upon email and communication information that it could have been more aptly titled.

By Githin - Knowledge Regiment group

Article Name: Viewpoint-June 2004 Knowledge Management: A Wolf in Sheep's Clothing David J Pauleen
Type of Article: Review of an article written in viewpoint April 2004 by professor G. E. Gorman
Audience: IT managers, Students of IM, CEOs Knowledge Management professionals
Focus/theme: Why Knowledge Management is a legitimate management Practice.

Pennie Sawkins Due Monday 23rd November, Wk 2



Summary:
This article is a review of an article written by Professor G E Gorman in an addition of Viewpoint in April 2004. Where the, author Professor G E Gorman casts doubt of the legitimacy of knowledge Management as an authentic management practice. (David J Pauleen, viewpoint, June 2004). Professor G E Gorman article outlines that Knowledge management is nothing more than "Hyped up Information Management" Professor G E Gorman, A Sheep in Wolfs clothing, Viewpoint, April 2004.
The author disagrees with Professor G E Gorman's view of knowledge Management and explains in his article the differences between Information & Knowledge Management in two parts based on an example from a visiting lecturer Larry Prusak whom explained that Information can be described as "two dimensional" and Knowledge Management as "three dimensional". This is explained by the author using an analogy based on a guidebook. Information is the guidebook. Knowledge is the experience of what you've seen and done and then shared with someone planning to visit. The second part is that unless Knowledge is shared with others it has no value in an organisation. The author talks about how to create an organisational culture conclusive to Knowledge sharing by using trust, reciprocity and transparency.
Review:
The article is well structured in that author has used simple analogies and explanations as to the differences between Information and Knowledge Management. The author has linked each section of the article so that the reader can easily buy in to the author's argument that Knowledge Management is an authentic management practice.

To Boost Knowledge Transfer, Tell me a Story

MIM – KM Enlightenment Group – Clement, Des, Madalin, Satish, Raju, Teri

Lecture 3 : Week 3 Reading Summary and Review
To Boost Knowledge Transfer, Tell me a Story By Shad Morris and James B. Oldroyd

This is an article written to highlight the ways in which Knowledge transfer among the employees of an organisation can be achieved. The authors of this article have used a successful program of the World Bank Group’s International Finance Corporation, which they studied, as one of the examples of the ways Knowledge Management can be implemented. The program was initiated at the IFC by its Knowledge Management Managers as a voluntary program. The management at IFC created a site called SmartLessons on which employees could post their experiences and other useful information they wanted to share with their fellow employees in the form of short stories.

Morris and Oldroyd[2009] found that the concept of sharing of information between the employees in this form of Story-telling dramatically increased the capacity of the employees to absorb information. The authors list out the following as the reasons for the success of this program :
· Honesty was encouraged among the employees
· Contributors were was recognized and highlighted
· Increasing the flow of information through News Flashes and rewarding the best rated posts by the employees

This article has been written well and uses the example of the program at IFC to highlight the importance of Knowledge Management in the corporate world. It shows how organisations can benefit from free flow of information within the organisation. Story telling is one of key ways of implementing Knowledge Management and this article is one of the best examples.

What is Knowledge Management (KM)?

MIM – KM Enlightenment Group – Clement, Des, Madalin, Satish, Raju, Teri

Lecture 2: Week 2 Reading Summary and Review
What is Knowledge Management (KM)? - University of Berkeley's "Gotcha"

Summary

This article outlines and sets out the framework of some key characteristics of KM and it’s strategic implementation. In defining Knowledge Management one needs to consider some key typical questions such as;
1.What is KM?
2.Why is it important?
3.How is it different from other fields?
4.What is the KM process?

Knowledge Management (KM) embraces a model wherein knowledge is micro-managed; analysed, assessed and evaluated in its various components, ascertaining its impact in promoting learning and innovation. Some of its core components include, knowledge –
generation;
accessing from external sources;
embedding it in various processes;
representing knowledge in various media
facilitating its growth;
transference within organization;
measuring and assessing its impact.

KM has its own circular process, facilitating operators to access it at any point and traverse it whenever required. The process is categorized, allowing decision-making and identifying the knowledge domain. The categories include generation, accumulation, evaluation, improvement, sharing, protection and utilization.

To have a competitive edge, knowledge is an invaluable commodity for any organisation and therefore, techniques that enhance its growth and systematic distribution are vital ingredients for success. Indeed, KM is inherent in most organisations but in KM knowledge is dynamically and systematically embedded in networks, processes and operators, enabling enhancement and maintaining competitive advantage.

Review
The article was written in 1999. By 2009 the global expansion of the Internet has had a dramatic effect on KM. Ironically, some knowledge on the Internet can age rapidly. Numerous links on the article no longer reference their original sources. Knowledge coherence has been lost. Is the Internet an effective Knowledge Manager?

KM and KMS: conceptual foundations

A review of Alavi, M. and Leidner, D.E. (2001). Knowledge management and knowledge management systems: conceptual foundations and research issues. MIS Quarterly, 25(1), 107-136 has been posted in our KM Cracker.

Knowledge Management: Definitions and Solutions

Week 2, Class 2 Article Summary & Review
(by MIM-SUMMER Group: Ashwini, Dick, Eleanor, Holger & Kai)

Title: Knowledge Management – Definitions and Solutions

Audience: Students/Academia of Knowledge Management (KM) Studies, Knowledge Project Managers, Management Consultants, Business Managers and CEOs.

Theme: This article focuses on providing an overview of the ‘Knowledge Management’ concepts and practical starter tips to those who are promoting or implementing a KM project in a business organization.

Summary: (220 words)

At the outset, this article describes KM as a process for generating value from the intellectual and knowledge based assets in an organization, leading to a win-win situation for all concerned. Explicit assets are those which can be documented e.g. business plans, customer lists and system manuals, whereas hard to manage tacit assets like technical know-how & company culture are embedded in the minds of people. Shadowing and Joint-problem-solving are two best practices to transfer tacit-knowledge.

KM in an organization can improve efficiency, enhance productivity and increase revenues through contextual sharing / collaboration of knowledge, improved customer service, streamlined operations and cost reductions.

Major challenges include: a) getting employees on board, b) ongoing maintenance of knowledge assets, and c) filtering of information overload.

It is wiser to sell the KM project to its sponsor on the basis of measurable value for individuals instead of enterprise-wide dollar ROI value. Starting small on a pilot basis involving opinion-leaders and the people who are to gain maximum, integrating KM with every-day job performance without increasing workload, clearly defining values to be achieved, establishing metrics to measure success, making a sound business case, are the important components of a KM strategy. ‘Social Network Analysis’ can help in identifying the key knowledge experts and provide a starting point for the KM initiatives in an organization.

Review: (51 words)

The strength of this article lies in its simple, easy to understand business language and the structured, best-practice way to explain the basic KM concepts / tools and salient components of the entire spectrum of a KM program in any organization without using any technical or management jargon or abstract terminology.

Reference:

Levinson, M. (2007). Knowledge Management: Definitions and Solutions, CIO. Retrieved November 21, 2009 from http://www.cio.com/article/40343

The Eleven Deadliest Sins of Knowledge Management

MIM-SUMMER -- Ashwini, Dick Eleanor, Holger, Kai

MMIM503 – Week 2 - Class 3 (Article Summary & Review)

The Eleven Deadliest Sins of Knowledge Management
Liam Fahey, Laurence Prusak. California Management Review. Berkeley: Spring 1998. Vol. 40, Iss. 3; pg. 265, 12 pgs

Review
The article highlights to the reader eleven errors (pit-falls) that can be avoided by having a proper understanding of knowledge itself and their key implications in an organisation settings. The significance of understanding these errors is that knowledge management does not become another management craze or even worse managing knowledge based upon faulty principles.

Summary
The focus is on fundamental errors, if left uncorrected will impede genuine knowledge from being developed and leveraged.
Error I: Not Developing a Working Definition of Knowledge
Error 2: Emphasizing Knowledge Stock to the Detriment of Knowledge Flow
Error 3: Viewing Knowledge as Existing Predominantly Outside the Heads of Individuals
Error 4: Not Understanding that a Fundamental Intermediate Purpose of Managing Knowledge Is to Create Shared Context
Error 5: Paying Little Heed to the Role and Importance of Tacit Knowledge
Error 6: Disentangling Knowledge from Its Uses
Error 7: Downplaying Thinking and Reasoning
Error 8: Focusing on the Past and the Present and Not the Future
Error 9: Failing to Recognize the Importance of Experimentation
Error 10: Substituting Technological Contact for Human Interface
Error 11: Seeking to Develop Direct Measures of Knowledge

What can be done?

Identifying and correcting these errors is important. There are three critical sets of actions that managers can take to avoid these errors and move their organization toward becoming a more knowledge-driven enterprise.
1) Reflect on knowledge as an organizational asset. Develop shared understanding at local levels; since knowledge tends to be a "local" phenomenon and only later do it at the enterprise level.
2) Understand the flow perspective of knowledge: substantial portions of knowledge content are always tentative, temporary, and subject to change. Reframe from the inevitable focus of a data- or information-dominated (stock) view of knowledge.
3) Must be vigilant about detecting and correcting errors in their processes of generating, moving, and leveraging of knowledge throughout the firm.

Week 2 & 3 - Knowledge Regiment Group

Week 2: David J. Pauleen (2004)
Knowledge Management: A Wolf in Sheep’s Clothing

Week 3: Paul Hemp
Death By Information Overload

“Some Principles of Knowledge Management” -Thomas H. Davenport

Check out this review of Davenport's classic KM article - contributed by Michael of KM Crackers

Article Reviews by Groups - what and why?

The summer trimester MMIM KM course has been condensed into nine weeks, in order to create a decent lecture-free period in early January. While this may be holiday-friendly, the downside is that the workload (especially preparation for classes) will be high in those weeks where there are classes on two consecutive days. To help you manage the reading workload, we will apply some KM principles!

You will belong to a group for the doing/writing up sharing readings and reviews.  Each week, your group is required to write and post a brief summary (200 words) and review (50 words) of two of the recommended readings (articles or chapters) for that week. (In weeks where there are two classes, you should pick one reading relating to each class.) The article summary and review must be posted to this blog by 5p.m.on the Monday before the relevant class, to allow others to read and comment. You should assign relevant tags or descriptors to the article.Groups will also present the summaries in class.

This group exercise will count as 10% of the final mark

By doing this we should be able to generate a good set of article summaries per week - a knowledge investment! Engaging with the articles should also help you with ideas/themes for your individual blogs.

Jocelyn