Key Issues in the New Knowledge Management


  • Joseph M. Firestone, Ph.D., Vice President and Chief Knowledge Officer, Executive Information Systems, Inc.; Executive Vice President, Education, Research and Membership, Knowledge Management Consortium International (KMCI), Alexandria, VA
  • Mark W. McElroy, President, the Knowledge Management Consortium International (KMCI), and CEO of Macroinnovation Associates, LLC, Windsor, VT

In 'Key Issues in the New Knowledge Management,' Firestone and McElroy, the architects of the New Knowledge Management (TNKM) provide an in-depth analysis of the most important issues in the field of Knowledge Management.The issues the book addresses are central in the field today:* The Knowledge Wars, or the issue of "how you define knowledge determines how you manage it"* The nature of knowledge processing* Information management or knowledge management?* Three views on the evolution of knowledge management* The role of knowledge claim evaluation in knowledge processing, or the difference between opinion, judgements, information, data, and real knowledge in knowledge management systems* Is culture a barrier in knowledge management?* The Open Enterprise and accelerated sustainable innovation* Portals* How should one evaluate KM software?* Intellectual Capital* Measuring the impact of KM initiatives on the organization and the bottom line* KM and terrorism
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Chief Knowledge Officers, knowledge management practitioners and academics, knowledge management consultants and students


Book information

  • Published: June 2003
  • ISBN: 978-0-7506-7655-7


"This book is essential for academics, managers, and consultants who want to increase innovation, effectiveness and strategic focus in their organizations. The authors adroitly link the often-abstract issues of information processing and knowledge creation with the tangible and crucial management issues of organizational learning, motivation and culture that executives often neglect when formulating a knowledge management strategy. By relating these concepts in a straightforward, relevant and empowering way, Firestone and McElroy achieve [in this book] what Peter Senge has done for the field of organizational learning. Their carefully conceived structure and highly accessible framework has the capacity not only to inform, but to transform organizations and those who work in them. I highly recommend this book and the others in KMCI's series." - Benyamin Bergmann Lichtenstein, Ph.D., Assistant Professor of Entrepreneurship and Emerging Enterprises, Syracuse University Enterprises, Syracuse University "Joe Firestone's and Mark McElroy's new book is a welcome look at some of the pendant issues to be addressed by any formal attempt to build a conceptual and technical KM system. Their views, drawn from learned analyses and extensive practice, challenge several widely held conceptions. Serious KM professionals and students will find these issues both stimulating and refreshing. They are bound to be engaged by the pertinence of the authors' questions and they will either be convinced by their innovative answers or be inspired to find their own. Key Issues in The New Knowledge Management is a critical reading for anyone who envisions a place for themselves on the KM map in the years ahead." - Professor Francisco J. Carrillo, Director, Center for Knowledge Systems, ITESM

Table of Contents

Table of ContentsPrefaceAcknowledgementsIntroduction: What is The New Knowledge Management and What are Its Key IssuesWhat is The New Knowledge Management?What are its issues?Who this book is forHow to use this bookChapter 1The Knowledge ConundrumIntroductionOn DefinitionDefinitions of knowledgeWorld 2 definitionsWorld 3 definitionsData, information, knowledge, and wisdomWorld 3 data, information, knowledge and wisdomWorld 2 data, information, and knowledgeTacit knowledge and explicit knowledgePolanyi, implicit knowledge and PopperIndividual level world 2 knowledge and motivational hierarchiesDifferent types of knowledgeConclusionReferencesChapter 2Origin of The Knowledge Life CycleThe Organizational Learning (OLC)/Decision Execution Cycle (DEC)New problems, Double-Loop Learning (DLL) and Popper's tetradic schemaLearning and knowledge production: combining Argyris/Schön and PopperA transactional systems model of agent interactionThe motivational hierarchyAspects of motivational behavior in the transactional systemSense making in the transactional systemThe Knowledge Life Cycle (KLC): the expression of a change in instrumental motivationConclusionReferencesChapter 3Information Management and Knowledge ManagementIntroduction: approach to KMComplex adaptive systemsThe Natural Knowledge Processing System (NKPS)Hierarchical vs. organic KMSome definitions of knowledge managementInformation management and knowledge managementKnowledge processing and information processingDefinition and specification of knowledge managementLevels of knowledge managementBreadth of KM processesTargets of knowledge managementSocial and technological, policy and program interventionsThe classification of KM activitiesMore on how information management differs from knowledge managementConclusionReferencesChapter 4Generations of Knowledge ManagementThree views of change in knowledge managementThe three stages of knowledge managementDifficulties with the three stages viewThe two ages of knowledge management (with a third yet to come)Difficulties with the two ages viewThe two generations of knowledge managementSnowden's forecast? A third age of KMKM and scientific managementKM, content management and contextKnowledge: process or outcome?Sense-making, complex adaptive systems, and the third ageThe Cynefin model and its problemsCynefin conclusionsConclusion: the three stages, the three ages, the two generations and comparative frameworksReferencesChapter 5Knowledge Claim Evaluation: The Forgotten Factor in Knowledge ProductionIntroductionWhere Knowledge Claim Evaluation fits into knowledge productionThe kind of knowledge produced by Knowledge Claim EvaluationA framework for describing Knowledge Claim EvaluationKnowledge Claim Evaluation: specificAn approach to evaluating Knowledge Claim Evaluation and knowledge claimsSuccess criteria for Knowledge Claim EvaluationRealizing KCE effectiveness: the theory of fair comparisonKnowledge Claim Evaluation softwareKey use cases in KCE softwareStructural features of KCE softwareConclusion: significance and questionsReferencesAppendix to Chapter 5Two Formal Approaches to Measuring "Truthlikeness"IntroductionAn AHP-based ratio scaling approachA fuzzy measurement model to "truthlikeness"Other approaches to combining criterion attributes of "truthlikeness"References Chapter 6Applications of The Knowledge Life Cycle (KLC) FrameworkIntroductionThe Knowledge Life Cycle (KLC)KM strategy formulationKM and knowledge auditsModeling, predicting, forecasting, simulating, impact analysis, and evaluationMetrics segmentationSustainable innovationMethodologyIT requirementsIntellectual CapitalEducation and trainingThe Open EnterpriseNew value propositions for KMConclusionReferencesChapter 7KM As Best Practices Systems — Where's The Context?Best Practice: the lack of context problemKnowledge claimsMeta-claims as contextA better wayMeta-claims in actionConclusionReferencesChapter 8What Comes First: KM or Strategy?IntroductionBiased methodologiesThe strategy exceptionStrategy and the New KMWhere KM belongsConclusionReferencesChapter 9KM and CultureIntroductionAlternative definitions of cultureCulture or something else?What is culture and how does it fit with other factors influencing behavior?Do global properties exist?Culture and knowledge Conclusion: culture and Knowledge ManagementReferencesChapter 10A Note on Intellectual CapitalIntroductionSocial Innovation CapitalFalse linearityA false orientationTwo systems, not oneConclusionReferencesChapter 11Conclusion Vision of The New Knowledge ManagementThe New Knowledge Management LandscapeMore on defining knowledgeThe origin of the KLCKnowledge process management and information managementSupply- and demand-side knowledge processingMeta-claims and Best PracticesKnowledge Claim EvaluationThe centrality of the Knowledge Life CycleKM and strategyKM and cultureThe Open EnterpriseIntellectual CapitalInformation Technology and the new KMThe Future of the new KMSECI modelThe EKPFramework for analysis of KM softwareRole of credit assignment systems in KM softwareTNKM metricsTNKM and TerrorismThe Open Enterprise, againCommunities of Inquiry (CoI)KM methodologyValue Theory in KMThe New KM and KM Standards ReferencesIndexAbout the Authors