1st Edition

Key Issues in the New Knowledge Management

    384 Pages
    by Routledge

    384 Pages
    by Routledge

    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

    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/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
    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

    Biography

    Joseph M. Firestone, Mark W. McElpson