Knowledge Management: An Integral Approach
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As the economy increasingly moves towards a knowledge based economy, the ability to manage knowledge becomes a matter of competitive survival. Whilst current literature addresses the subject only partially, from a human resource, information systems or practitioner perspective, this is the first textbook to bring together and integrate all these dimensions. Knowledge Management: an Integrated Approach is centred around five parts of the knowledge cycle namely discovering knowledge, generating knowledge, evaluating knowledge, sharing knowledge and leveraging knowledge. The blend of theory and practice makes this the ideal resource for students studying knowledge management courses within business, management, information science and computer science degrees at both undergraduate and postgraduate levels.
management literature are the notions of ‘tacit’ and ‘explicit’ knowledge (Nonaka 1994). The underlying philosophy of these constructs can be traced back to Gilbert Ryle (1900–1976) and Michael Polanyi (1891–1976). In the same period that Wittgenstein held the Chair of Philosophy at Cambridge, Ryle held a similar Chair of Philosophy at Oxford. In The Concept of Mind (1949), Ryle’s major work, his philosophy of mind is focused on a destruction of Cartesianism. He argues that the world of
data will grow, he says. A web-based infrastructure, he adds, is very important, as it avoids the need for major reworking of data and also anticipates wider use in the future of wireless internet technology in the field. According to figures from Intergraph and independent sources, using internet-enabled plant information management can save millions of dollars in the various stages of the project. For example, the savings in the concept development stage range from 10 to 30 per cent – typically
chapter. It also provides a good introduction to management information systems. References Ambrosini, V. and Bowman, C. (2002) ‘Mapping successful organizational routines’, Mapping Strategic Knowledge, A. S. Huff and M. Jenkins, eds, Sage, London. Baeza-Yates, R. and Ribeiro-Neto, B. (1999) Modern Information Retrieval, Addison-Wesley Longman Limited, Harlow, Essex. Barney, J. B. (1991) ‘Firm resources and sustained competitive advantage’, Journal of Management, 17(1), 99–120. Cawkell, T.
applications. This can be overcome by increasing the bandwidth of the network but results in increased costs; ● security – to bar access to unauthorised personnel from sensitive financial, company or personnel records. Decision support systems Decision support systems (DSS) combine data analysis and sophisticated models to support non-routine decision making. They are particularly useful in helping managers make decisions on ill-defined problems in rapidly changing en vironments. They provide
‘combination’ may result in problems of ‘cleavage’ where two or more forces may confront each other and eventually paralyse the organisation. One can imagine only too well the consequences of boardroom battles where different factions try to pull the organisation in different directions based on their understanding of competitive changes. The internal forces of competition and cooperation can act as useful catalysts to manage the problems of ‘contamination’ and ‘cleavage’. Is this continual flux