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Knowledge Management - The Next Fad to Forget People

Knowledge Management - The Next Fad to Forget People






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    Knowledge Management - The Next Fad to Forget People Knowledge Management - The Next Fad to Forget People Presentation Transcript

    • Agenda Introduction Defining Knowledge Management Review Of The KM Literature Conditions Of Successful Diffusion Of Knowledge Management Conditions For The Effective Implementation Of Knowledge Management Conclusions: KM – The Next Fad To Forget People?
    • Focus Of This ReviewConditions For Successful Diffusion Of KM Conditions For Effective Implementation Of KM
    • Defining Knowledge ManagementKM – Any process or practice ofcreating, acquiring, capturing, sharing and usingknowledge, where ever it resides, to enhance learning andperformance in organizations. - (Quintas et al., Prusak) To Mobilize Knowledge Base To Ensure Continuous Innovation in Projects
    • Rise Of Knowledge Management Context for KM
    • Review of KM LiteratureOrganizational Issues Moving Biased Away Towards KM Literature KM is in danger of becoming the next “fad to forget people”  It is a re-labelling of information management rather than a genuinely innovative attempt to leverage knowledge in the organization
    • Literature Review Methodology Review was conducted for Review covered “Learning Organization” as well as KM literatures Review adopted three Quantitative • was conducted in PQD and BIDS ISI Analysis for core search items (KM) approaches Additional • Web sites, book Sources listings • Based on Categorization themes, t opics
    • Literature Review Methodology – Quantitative Analysis
    • Literature Review Methodology – Quantitative Analysis Has KM taken over the learning organization baton? Learning KM Organizatio n
    • Literature Review Methodology – Quantitative Analysis
    • Literature Review Methodology – Quantitative Analysis 70%
    • Conditions for the SuccessfulDiffusion of Knowledge Management • Conventional diffusion studies emphasize the portability and testability of new ideas and their fit with existing practices. • Diffusion inevitably implies the shaping and repackaging of ideas, re-defining or selecting out some critical elements and amplifying others.
    • KM as Knowledge Technology and the Neglect of People KM articles focus on developing and implementing KM databases and tools. KM is treated as implementation of new IT systems for knowledge sharing. To become accessible and portable, ideas on KM have to be extracted from their local context. Incentives for intermediaries and firms to engage in diffusion and adoption of these ideas.
    •  Black-boxing KM as technology addresses this need. This depends on establishing a new, globalized relationship between tool and context. Socially and culturally embedded knowledge is typically re- presented within the technology as an epistemic hierarchy.
    •  Heterogeneous human commitments and interactions which contribute to organizational knowledge in practice are sublimated into discrete, universal categories. Much of the richness if human relations is lost in repackaging of KM as technology. The implications of this bias in KM is clear in the literature’s treatment of tacit knowledge. Emphasis on codification in KM reflects the harder edge of the IT/IS lens on KM.
    • Incorporation of KM in Managerial Fashion Cycle Majority of KM articles are practice rather than theory driven. Widely argued that KM is more than just a new fad.
    • Role of Professional Networks IS/IT and Computer Science community provides an important professional sponsor for the diffusion of KM. KM literature focuses mostly at the level of specific KM projects rather than at the level of broader organizational change initiatives. The advantage is that the practical implications and outcomes of KM projects are relatively easy to see.
    •  Codified systems in KM means the responsibility for KM has fallen to those experts who are well equipped to develop IT strategy. Colonization of KM is another explanation for the marginalization of employees and people management concerns. This literature highlights attitudes to knowledge formation and sharing within organizations. Acknowledging these issues is the key for the likely success/failure of attempts to implement KM.
    • Conditions for the Effective Implementation of Knowledge Management• Based on research largely stemming from organizational theory some key concerns have been identified.• This has several implications on KM like:• Multifaceted, multilayered, distributed, situated and subjective nature of knowledge.• Different kinds of organizations have different manifestations of knowledge.• Core assumption of literature on KM is that technology enables effective KM.
    • Overemphasize the utility of new ITs Overstate the codifiability of for delivering organizational knowledge performance improvements Problems with pre-occupation of tools & techniquesMake unjustified assumptions about Codification of tacit knowledge intothe willingness of employees to use formal systems may generate its own such IT systems pathology
    •  Solutions to KM practice are offered in the form of ever-more sophisticated technologies. Critics argue that there is far too much reliance on the idea that KM has to do with IT systems. Dominant values among people management professionals appear to fit much more comfortably with the earlier LO literature than KM.