Table of Contents Preface
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/Schön 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<
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
- How should one evaluate KM software?
- Intellectual Capital
- Measuring the impact of KM initiatives on the organization and the bottom line
- KM and terrorism
- The first book to address head-on the central issues in Knowledge Management
- Moves the discussion of knowledge management into the hot area of innovation
- Charts the next generation of knowledge management thinking by the President of KMCI: the leading KM organization
Chief Knowledge Officers, knowledge management practitioners and academics, knowledge management consultants and students
- No. of pages:
- © Butterworth-Heinemann 2003
- 10th June 2003
- Paperback ISBN:
"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
Member of the Board of Directors and the Executive Committee of the Knowledge Management Consortium International (KMCI); Director of the Knowledge and Innovation Management Certification Program (CKIM); Director, KMCI Research Center; Editor-in-Chief, 'Knowledge and Innovation: Journal of the KMCI'; KMCI Secretary/Governing Council KMCI Institute.
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 is president of the Knowledge Management Consortium International (KMCI), the largest professional association of KM practitioners in the world. He is a thought leader, consultant, and award-winning author in the fields of knowledge management, organizational learning, intellectual capital, and innovation. He is a twenty-five year veteran of management consulting, including time spent at Price Waterhouse and KPMG Peat Marwick. While at KPMG, he served as U.S. National Partner-In-Charge of the Enterprise Networks practice. Mr. McElroy’s career in knowledge management also includes time spent as a Principal in IBM’s Knowledge Management practice in Cambridge, MA.At present, Mr. McElroy is managing a small boutique called Macroinnovation Associates, LLC, created as a platform for the development of his latest work. MacroinnovationSM is an executable business model for organizational learning and innovation developed independently by Mr. McElroy and a colleague of his from academia. The Macroinnovation method (aka, the ‘policy synchronization method’) currently holds patent-pending status in the U.S. See www.macroinnovation.com for further details.
President, the Knowledge Management Consortium International (KMCI), and CEO of Macroinnovation Associates, LLC, Windsor, VT