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This paper considers some significant aspects of knowledge management (KM) from a critical systems thinking (CST) point of view. CST prides itself on theoretical awareness and methodological sophistication, and these are the traits brought to bear in analysing the organisational models and well-known concepts used in KM. The results call into question the idea that the Japanese version of KM is best seen as resting upon an organic model and the notion that the Eastern tradition of thought has a monopoly on recognising the significance of tacit knowledge. The need for a prolonged dialectical debate between KM and CST is established. 相似文献
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《普罗米修斯》2012,30(1):23-40
Much of the Knowledge Management (KM) literature assumes that all relevant knowledge can be represented as information and 'managed'. But the meaning of information is always context-specific and open to subsequent reinterpretation. Moving over time or between contexts affords scope for new meanings to emerge. Making sense of information signals (speech, body language, tone-of-voice or whatever)--Aand the absence of such signals--Ainvolves dimensions of individual and collective tacit knowledge that are frequently misrepresented or ignored in mainstream KM. By relating power and knowledge to 'rules of the game', it is possible to consider how the contexts in which information is rendered meaningful are bounded, as well as crucially related in the stretch between macro-level processes and micro-level practices. In the knowledge debate, Japan stands as a counterfactual to Anglo-Saxon expectations about formal rules, liberal individualism and market-rational entrepreneurship. While seminal accounts of knowledge creation in Japanese companies impelled the West towards KM, there has been no corresponding KM-boom in Japan. Our interpretation of the processes by which Japanese and Anglo-Saxon practices are situated suggests that KM is limited by the separation of knowledge from power and information from meaning. 相似文献
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隐性知识管理及基于网络的交流平台的研究 总被引：13，自引：0，他引：13
21世纪是知识经济时代,知识已成为企业重要的生产要素,KM(Knowledge Management,知识管理)尤其是KM中的隐性知识的管理对企业提高创新和竞争能力具有重要的现实意义。本文主要针对隐性知识管理进行了分析和阐述：首先阐明KM必须同时兼顾显性知识和隐性知识,接着进一步分析了企业内隐性知识的转化历程及隐性知识管理中存在的主要障碍。在此基础提出了企业进行隐性知识管理的框架,并基于该框架模型开发了一个基于网络的隐性知识交流共享平台,在实际应用中取得了较好的效果。 相似文献
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Tacit knowledge has long been considered instrumental to competitive advantage of organizations. However, whether knowledge workers will share their tacit knowledge may depend on the extent to which they internalize knowledge and the degree of a fit among certain task, technology, and individual factors. First, drawing from Adaptive Control of Thought theory, we develop Knowledge Internalization as the process an individual transforms his/her declarative knowledge into procedural knowledge. Second, based on the Task and Technology Fit theory, we propose a notion of Individual-Task-Technology Fit whose components include knowledge self-efficacy, preference for personalization knowledge management (KM) strategy, availability of appropriate KM systems, and task variety. The path analysis with a sample size of 259 confirms that both constructs positively affect tacit knowledge sharing. 相似文献
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This article examines the knowledge component in cluster literature from its origins to the present. A chronological perspective is deployed in order to shed light on how the concept of clusters has evolved. Given the increasing interest in clusters as knowledge repositories, and the apparent conviction among policymakers of the manageability of clusters, lessons learned from knowledge management (KM) practices in organizations might well be applied to the many policy efforts aimed at governing clusters. We argue that introducing KM initiatives on a regional level should be accompanied by an understanding of the possible downfalls that are associated with KM failures. 相似文献
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《普罗米修斯》2012,30(3):241-257
Abstract Fifty years after the publication of Michael Polanyi's magnum opus, Personal Knowledge, the fashion for Knowledge Management (KM) has helped to institutionalise a redefinition of his distinction between tacit knowledge and explicit knowledge. But KM's redefinition of Polanyi's argument misrepresents his insights into the process of personal tacit ‘knowing’ and overlooks the implications of his faith in metaphysical ‘being’. This paper explores the significance of Polanyi's original concept of tacit knowledge, together with the consequences of assuming a ‘vertical’ connection between personal knowledge and faith in an unknowable absolute truth. By using faith to protect personal knowledge from the charge of subjectivism, Polanyi precluded the possibility that different people, who interact in different contexts and believe in different things, could develop viable modes of knowing and learning. However, rethinking Polanyi's philosophy with regard to Ernst von Glasersfeld's radical constructivism, which is derived from intersubjectively viable ‘horizontal’ communication, allows the virtues of tacit knowledge to be separated from the complications of metaphysical realism. 相似文献
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数字化网络化环境的发展使图书馆服务面临新的挑战。知识转移能力成为现代图书馆的核心能力之一。认为传统图书馆的知识转移方式是基于编码化的信息网络范式,存在忽视隐性知识转移的不足。探讨了利用Web2.0技术构建基于社会网络范式的图书馆知识转移新模式,提高隐性知识转移能力的策略。 相似文献
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Hani Okoroafor 《知识管理研究与实践》2014,12(1):97-102
Contemporary discourse among knowledge management and franchising scholars points to five key barriers that obstruct franchisors and franchisees from leveraging tacit knowledge as a resource for competitive advantage. Cumberland & Githens (2010, 2012), in their seminal works, identified these as Trust, Maturation, Communication, Competition and Culture. Usually, these barriers have been considered holistically as influencers of tacit knowledge transfer. Thus there has been limited debate on the individual influence of each factor and scant robust testing of these barriers to determine whether they are indeed distinct factors. This paper revisits the ideas that have led to the identification and justification of these barriers, and explores the complex relationships that often exist between franchisors and franchisees, and also between franchisees themselves. Finally, this paper will offer some novel ideas on how these barriers could be mitigated, and tacit knowledge transferred, through better structuring of vertical and horizontal information flows. 相似文献
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This paper argues that Knowledge Management Technology (KMT) is socially constructed in use based on the affordances and constraints of the technology artefact. Since many Knowledge Management (KM) systems are introduced with vague purposes (such as to improve knowledge sharing) it is therefore their affordances and constraints which strongly shape the socially constructed ‘KMT-in-practice’. The paper argues that knowledge is also socially constructed and that knowledge creation requires an element of surprise and challenge to routine. Using a case study of the British Council's KM programme between 1998 and 2003, the paper explores the social construction of a KMT as it is developed and used; describing how various features afforded by the technology influence its adoption and institutionalisation. The paper concludes by arguing that KMTs-in-practice, which are successful in supporting knowledge creation, must paradoxically remain in a state of neither stabilisation and acceptance, nor abandonment and disuse. Practical implications of how this might be achieved are provided. 相似文献
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As the US federal civilian workforce is ‘graying’, knowledge management (KM) can play a critical role in the strategic management of human capital in a government organization. KM should probably be a key pillar of the human capital strategy, along with competency management, performance management, and change management. Even though the need is great for knowledge management in government organizations, many of these agencies do not have a clear vision or strategy as to how to implement KM in their organization. To help those in the federal sector in implementing KM, this paper will discuss components of the knowledge management implementation plan at a leading US government organization (using GOV as the pseudonym) following a KM pyramid framework. 相似文献
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KM中隐性知识管理策略研究 总被引：12，自引：0，他引：12
针对现有KMS模型对隐性知识缺乏有效组织与管理的现实，本文首先对隐性知识的概念进行了阐释，提出了隐性知识的获取策略；进而对隐性知识的表示与存储问题做了深入探讨，提出基于知识地图之专家定位器和隐性知识社会化理论的解决方案与策略，以指导企业KM的具体实施过程。 相似文献
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This paper presents findings from a survey on knowledge management (KM) in small and medium-sized firms (SMEs) in Iceland conducted in 2007 and was a follow-up of a similar survey from 2004. The paper analyses whether the extent, strategy and effects of KM in SMEs in Iceland has changed in the period. The main conclusion is that KM is not losing ground among SMEs in Iceland. Identical numbers of firms used KM in 2004 and 2007, and slightly more firms were examining the need in 2007 than 3 years earlier. It is, however, of great concern that many more firms have no KM strategy in 2007 than 2004. More managers in SMEs need to consider the strengths and weakness of KM, and to implement a formal KM strategy. Only 24% of Icelandic firms have a KM programme in place, and most of them have invested in simple information and communication technologies. The most common way of sharing tacit knowledge in Icelandic firms is encouraging face-to-face communication. The surveys indicate that benefits of KM programmes are quite positive even in SMEs. Accordingly, the research findings indicate that KM could improve organisational and managerial as well as financial aspects of SMEs. This research was carried out in only one country, and is based on a questionnaire. Its results should therefore be interpreted with care. 相似文献
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高校科研人员隐性知识的识别与管理评判标准 总被引：4，自引：0，他引：4
对高校科研人员隐性知识管理进行研究,包括高校科研人员隐性知识的识别和管理的评价标准问题.前者是实施隐性知识管理的基础,而后者则是实施隐性知识管理的判断依据. 相似文献
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Often knowledge management (KM) initiatives are built on an assumption that the relationship between knowledge and action starts with knowledge, that is, we know something and we act upon it. Such an assumption can lead KM initiatives to develop knowledge that is not necessarily useful for the actions that an organization is willing to take. However, if the organization derives knowledge from the actions they are willing to take or they are taking, the knowledge can be much more useful as it will directly facilitate the actions. In this article, we argue that the relationship between knowledge and action is reciprocal and offers two-way learning. As such, KM initiatives are most apt to be successful by considering how to derive knowledge from action as well as how to deliver knowledge. The paper develops five principles for action-oriented KM. 相似文献
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The concept of industrial clustering has been studied in-depth by policy makers and researchers from many fields, mainly due to the competitive advantages it may bring to regional economies. Companies often take part in collaborative initiatives with local partners while also taking advantage of knowledge spillovers to benefit from locating in a cluster. Thus, Knowledge Management (KM) and Performance Management (PM) have become relevant topics for policy makers and cluster associations when undertaking collaborative initiatives. Taking this into account, this paper aims to explore the interplay between both topics using a case study conducted in a collaborative network formed within a cluster. The results show that KM should be acknowledged as a formal area of cluster management so that PM practices can support knowledge-oriented initiatives and therefore make better use of the new knowledge created. Furthermore, tacit and explicit knowledge resulting from PM practices needs to be stored and disseminated throughout the cluster as a way of improving managerial practices and regional strategic direction. 相似文献
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The last two decades have witnessed a significant increase in discussions about the different dimensions of knowledge and knowledge management (KM). This is especially true in the construction context. Many factors have contributed to this growing interest including globalisation, increased competition, diffusion of new ICTs (information and communication technologies) and new procurement routes, among others. There are a range of techniques and technologies that can be used for KM in construction organisations. The use of techniques for KM is not new, but many technologies for KM are fairly new and still evolving. This paper begins with a review of different KM techniques and technologies and then reports the findings of case studies of selected U.K. construction organisations, carried out with the aim of establishing what tools are currently being used in U.K. construction organisations to support knowledge processes. Case study findings indicate that most organisations do not adopt a structured approach for selecting KM technologies and techniques. The use of KM techniques is more evident compared to KM technologies. There is also reluctance among construction companies to invest in highly specialised KM technologies. The high costs of specialist KM technologies are viewed as the barrier to their adoption. In conclusion, the paper advocates integrated use of KM techniques and technologies in construction organisations. 相似文献