INFORMATION & KNOWLEDGE MANAGEMENT
Can Knowledge Management really
Empirical evidence at the employee level is rare, accordingly Bircham (2003) many key studies involved in encouraging knowledge sharing hold the prior assumption that an individual will share knowledge regardless of how KM is implemented.
Here the KM practitioner is led to believe the corrective effect and heterogeneity of KM will unite the relevant stakeholders together and knowledge will be shared, contrary to the inescapable fact that Knowledge Management cannot be successfully introduced where a knowledge culture is lacking (Davenport et al., 1998; Ipe, 2003).
Measuring the Knowledge Culture
Q. So how can Knowledge Management be introduced within an organisation when the working practices are unknown?
A. This is an issue we are trying to address by adapting Autopoiesis to act as a framework to measure the working practices.
The predominant KM tools used today tend to focus on explicit knowledge and its re-workings even though the received wisdom acknowledges that it is the tacit knowledge or ‘know how’ that leads to greater effectiveness in organisations. The future challenge in this area is to develop tools to enable tacit knowledge to be made explicit in an easy and effortless manner. One approach may be the development of multimedia technologies such as digital video that capture and store an individual’s ‘know how’ for storage, indexing and future retrieval via a search engine. This would enable a much richer form of communication between individuals and allow the addition of a diversity of audio-visual signals from the spoken word to tone of voice and body language. However, whilst building these tools we must not neglect the cultural issues of sharing knowledge <Read More>
- Decision Capturing for Optimised Knowledge Management in Clinical Development UK <read more>
- Implementation and Management of Information Systems within SMEs <read more>
- Autopoiesis and Knowledge Management <read more>