Introducing Knowledge Management as Both Desirable and Undesirable Processes
Frank Land (London School of Economics and Political Science, UK), Urooj Amjad (London School of Economics, UK) and Sevasti-Melissa Nolas (London School of Economics, UK)
Copyright: © 2011
Knowledge management (KM), as a topic for academic research and practical implementation, has had a short history dating back only to the early 1990s. Due to knowledge management’s recent debut as we know it, it is not surprising that much of the writing and research on the subject is controversial. In this article we note the need of a critical awareness of desirable and undesirable shades of knowledge management processes (Land, Nolas, & Amjad, 2005).
Key Terms in this Chapter
Emergence: The process by which often unexpected outcomes result from the interaction of different activities and occurrences within an organisation.
Goal Setting: Defining goals, be they benign or corrupt; political processes are invoked. The goals themselves can be constructive or destructive, formally or informally arrived at, at the level of the organisation or the individual, public or private.
Power: The capability and possibility to influence and/or direct the course of some action.
Organisational Politics: Wide range of descriptions of formal and informal power relationships in organisations.