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