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| KEY ISSUES IN THE NEW KNOWLEDGE MANAGEMENT
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By
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
Description
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
Audience
Chief Knowledge Officers, knowledge management practitioners and academics, knowledge management consultants and students
Contents
Table of Contents
Preface
Acknowledgements
Introduction: What is The New Knowledge Management and What are Its Key Issues
What is The
New Knowledge Management?
What are its issues?
Who this book is for
How to use this book
Chapter 1
The Knowledge Conundrum
Introduction
On Definition
Definitions of knowledge
World 2 definitions
World 3 definitions
Data, information, knowledge, and wisdom
World 3 data,
information, knowledge and wisdom
World 2 data, information, and knowledge
Tacit knowledge and explicit knowledge
Polanyi, implicit knowledge
and Popper
Individual level world 2 knowledge and motivational hierarchies
Different types of knowledge
Conclusion
References
Chapter
2
Origin of The Knowledge Life Cycle
The Organizational Learning (OLC)/Decision Execution Cycle (DEC)
New problems, Double-Loop Learning
(DLL) and Popper's tetradic schema
Learning and knowledge production: combining Argyris/Schon and Popper
A transactional systems model
of agent interaction
The motivational hierarchy
Aspects of motivational behavior in the transactional system
Sense making in the transactional
system
The Knowledge Life Cycle (KLC): the expression of a change in instrumental motivation
Conclusion
References
Chapter 3
Information
Management and Knowledge Management
Introduction: approach to KM
Complex adaptive systems
The Natural Knowledge Processing System (NKPS)
Hierarchical vs. organic KM
Some definitions of knowledge management
Information management and knowledge management
Knowledge processing
and information processing
Definition and specification of knowledge management
Levels of knowledge management
Breadth of KM processes
Targets of knowledge management
Social and technological, policy and program interventions
The classification of KM activities
More on
how information management differs from knowledge management
Conclusion
References
Chapter 4
Generations of Knowledge Management
Three
views of change in knowledge management
The three stages of knowledge management
Difficulties with the three stages view
The two ages
of knowledge management (with a third yet to come)
Difficulties with the two ages view
The two generations of knowledge management
Snowden's
forecast? A third age of KM
KM and scientific management
KM, content management and context
Knowledge: process or outcome?
Sense-making,
complex adaptive systems, and the third age
The Cynefin model and its problems
Cynefin conclusions
Conclusion: the three stages, the
three ages, the two generations and comparative frameworks
References
Chapter 5
Knowledge Claim Evaluation: The Forgotten Factor in
Knowledge Production
Introduction
Where Knowledge Claim Evaluation fits into knowledge production
The kind of knowledge produced by Knowledge
Claim Evaluation
A framework for describing Knowledge Claim Evaluation
Knowledge Claim Evaluation: specific
An approach to evaluating
Knowledge Claim Evaluation and knowledge claims
Success criteria for Knowledge Claim Evaluation
Realizing KCE effectiveness: the theory
of fair comparison
Knowledge Claim Evaluation software
Key use cases in KCE software
Structural features of KCE software
Conclusion:
significance and questions
References
Appendix to Chapter 5
Two Formal Approaches to Measuring "Truthlikeness"
Introduction
An AHP-based
ratio scaling approach
A fuzzy measurement model to "truthlikeness"
Other approaches to combining criterion attributes of "truthlikeness"
References
Chapter 6
Applications of The Knowledge Life Cycle (KLC) Framework
Introduction
The Knowledge Life Cycle (KLC)
KM strategy
formulation
KM and knowledge audits
Modeling, predicting, forecasting, simulating, impact analysis, and evaluation
Metrics segmentation
Sustainable innovation
Methodology
IT requirements
Intellectual Capital
Education and training
The Open Enterprise
New value propositions
for KM
Conclusion
References
Chapter 7
KM As Best Practices Systems – Where's The Context?
Best Practice: the lack of context problem
Knowledge claims
Meta-claims as context
A better way
Meta-claims in action
Conclusion
References
Chapter 8
What Comes First: KM or Strategy?
Introduction
Biased methodologies
The strategy exception
Strategy and the New KM
Where KM belongs
Conclusion
References
Chapter 9
KM
and Culture
Introduction
Alternative definitions of culture
Culture 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 Management
References
Chapter 10
A Note on Intellectual Capital
Introduction
Social Innovation Capital
False linearity
A false orientation
Two systems, not
one
Conclusion
References
Chapter 11
Conclusion
Vision of The New Knowledge Management
The New Knowledge Management Landscape
More
on defining knowledge
The origin of the KLC
Knowledge process management and information management
Supply- and demand-side knowledge
processing
Meta-claims and Best Practices
Knowledge Claim Evaluation
The centrality of the Knowledge Life Cycle
KM and strategy
KM and
culture
The Open Enterprise
Intellectual Capital
Information Technology and the new KM
The Future of the new KM
SECI model
The EKP
Framework
for analysis of KM software
Role of credit assignment systems in KM software
TNKM metrics
TNKM and Terrorism
The Open Enterprise, again
Communities of Inquiry (CoI)
KM methodology
Value Theory in KM
The New KM and KM Standards
References
Index
About the Authors
| Bibliographic details |
Paperback, 350 pages, publication date: JUN-2003
ISBN-13: 978-0-7506-7655-7
ISBN-10: 0-7506-7655-8
Imprint: BUTTERWORTH HEINEMANN
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