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Computer Science
Information Systems

Driving Forces behind Knowledge Management

Profile image of Karl WiigKarl Wiig

2011

Abstract

The business direction we call Knowledge Management (KM) has emerged over the last decades as a result of many intellectual, societal, and business forces. Some of its roots extend back for millennia, both in the West and the East, while others, particularly those associated with Cognitive and Information sciences, are quite recent. Globalization of business also plays an important role. Whereas KM has become a valuable business tool, its complexity is often vexing, and as a field, will still be under development for a long time to come. Significant changes in the workplace have already taken place, but changes to come are expected to be greater. As for other management directions, it is expected that KM will be integrated into the basket of effective management tools, and hence disappear as a separate effort.

Figures (8)
Figure 1. Comprehensive Knowledge Management Strategy Focus Areas. central resource behind effective behavior. ture, manipulate, and locate knowledge and initially, many focus on knowledge-related information management rather than on KM. Others focus on knowledge utilization to improve the enterprise’s operational and overall effectiveness. Still others pursue building and exploiting IC to enhance the enterprise’s economic value. Some excep- tional enterprises have created “knowledge- vigilant” environments to focus constant, widespread attention on ensuring competi- tive IC to sustain long-term success and vi- ability. The presumption is that competitive IC, properly utilized and exploited, is the central resource behind effective behavior. Our definition of KM is broad and em- braces related approaches and _ activities throughout the organization. From this view, KM is partly practical, basic, and di- rectly aimed at supporting the enterprise’s ultimate objectives. Other parts of KM are quite sophisticated and rely on under- standing of underlying processes to allow targeted KM focused on the organization’s needs and capabilities. Many design sys- tematic and explicit KM practices to create enterprise-wide, adaptive, contextual, com- prehensive, and people-centric environ- ments that promotes continual personal fo- cus on knowledge-related matters. management of knowledge-related activi-
Figure 1. Comprehensive Knowledge Management Strategy Focus Areas. central resource behind effective behavior. ture, manipulate, and locate knowledge and initially, many focus on knowledge-related information management rather than on KM. Others focus on knowledge utilization to improve the enterprise’s operational and overall effectiveness. Still others pursue building and exploiting IC to enhance the enterprise’s economic value. Some excep- tional enterprises have created “knowledge- vigilant” environments to focus constant, widespread attention on ensuring competi- tive IC to sustain long-term success and vi- ability. The presumption is that competitive IC, properly utilized and exploited, is the central resource behind effective behavior. Our definition of KM is broad and em- braces related approaches and _ activities throughout the organization. From this view, KM is partly practical, basic, and di- rectly aimed at supporting the enterprise’s ultimate objectives. Other parts of KM are quite sophisticated and rely on under- standing of underlying processes to allow targeted KM focused on the organization’s needs and capabilities. Many design sys- tematic and explicit KM practices to create enterprise-wide, adaptive, contextual, com- prehensive, and people-centric environ- ments that promotes continual personal fo- cus on knowledge-related matters. management of knowledge-related activi-
Figure 2. Individuals, Knowledge Assets, Learning and Innovation, and Internal Operations in the Effective Enterprise. innovating, and the effective creation and Some aspects of enterprise-wide intelli- gent-acting behavior are indicated in Fig- ure 2. The model outlines elements that fall under the auspices of KM, such as learning, innovating, and the effective creation and minds-that is, think—to conduct work. It
Figure 2. Individuals, Knowledge Assets, Learning and Innovation, and Internal Operations in the Effective Enterprise. innovating, and the effective creation and Some aspects of enterprise-wide intelli- gent-acting behavior are indicated in Fig- ure 2. The model outlines elements that fall under the auspices of KM, such as learning, innovating, and the effective creation and minds-that is, think—to conduct work. It
Figure 3. Differences between Knowledge and Information in Process Control. forces that they must live with and respond to as best they can to survive. Over the last decades considerable external driving forces 1 have emerged. Among these we find the t following: to as best they can to survive. Over the last
Figure 3. Differences between Knowledge and Information in Process Control. forces that they must live with and respond to as best they can to survive. Over the last decades considerable external driving forces 1 have emerged. Among these we find the t following: to as best they can to survive. Over the last
Figure 4. Examples of Sole and Shared Responsibility KM Activities.
Figure 4. Examples of Sole and Shared Responsibility KM Activities.
Figure 5. Knowledge Profile Example of a Virtual Team with Six Members.
Figure 5. Knowledge Profile Example of a Virtual Team with Six Members.
Figure 6. Changes Will Make Work More Complex. from several academic fields, is becoming a aging IC is complex and extensive and re- quires expertise and management atten- tion. The new profession of KM specialists, from several academic fields, is becoming a
Figure 6. Changes Will Make Work More Complex. from several academic fields, is becoming a aging IC is complex and extensive and re- quires expertise and management atten- tion. The new profession of KM specialists, from several academic fields, is becoming a
Figure 7. A Perspective of the Emerging Knowledge Management Discipli
Figure 7. A Perspective of the Emerging Knowledge Management Discipli

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