A Review of Knowledge Management Frameworks

A Review of Knowledge Management Frameworks

Brian Lehaney (Coventry University, UK), Steve Clarke (University of Hull, UK), Elayne Coakes (University of Westminster, UK) and Gillian Jack (University of Glamorgan, UK)
Copyright: © 2004 |Pages: 117
DOI: 10.4018/978-1-59140-180-3.ch005
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Abstract

This research is concerned with developing a framework for the evaluation of an organisation’s potential to engage in knowledge management (an organisation’s ‘KM-readiness’, or KMR). To recap, Chapter 3 offered background information and empirical evidence of issues that need to be considered in organisations, Chapter 4 provided an overview of knowledge management, and Chapter 5 explored organisational structure, strategy, and culture in the context of knowledge management. Discussion thus far would not be sufficient to provide a robust and reasoned framework. This chapter is intended to accumulate some further and more focussed ideas as to what should be in a KMR framework, and to assist in the understanding of the material presented here and further on in this thesis. This chapter, therefore, provides a comprehensive review of published knowledge management frameworks that purport to address evaluation, implementation, and other connected areas. Before continuing, it is important to set this exercise in context. The review of frameworks is distinct from a review of literature in which the frameworks are presented. The latter is not intended here. For example, a review of a paper may involve a comprehensive critique, which includes exploration into the general area of research, clarification of the hypothesis, detailed examination of research methods and methodology, literature review, and comprehensive examination of data representation and quality. Such a review would consider the presentation of the paper, and it would critically reflect on the overall purpose of the paper and contribution made to new knowledge, either conceptual or practical. This review focuses solely on the frameworks presented in a paper and in particular those that may address evaluation of knowledge management in an organisation.

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Table of Contents
Acknowledgments
Brian Lehaney, Steve Clarke, Elayne Coakes, Gillian Jack
Chapter 1
Introduction  (pages 1-11)
Brian Lehaney, Steve Clarke, Elayne Coakes, Gillian Jack
If you want quick-fix solutions, this book is not for you. If you want to “dare to know” how to look at an organisation differently, harness the... Sample PDF
Introduction
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Chapter 2
Brian Lehaney, Steve Clarke, Elayne Coakes, Gillian Jack
The previous chapter provided a broad introduction to knowledge management. As you might imagine, this is a complex area. This chapter begins to... Sample PDF
Knowledge Management in More Detail
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Chapter 3
Brian Lehaney, Steve Clarke, Elayne Coakes, Gillian Jack
Sociotechnical thinking is a subset of social theory and philosophy. This way of thinking is particularly relevant in domains such as information... Sample PDF
Sociotechnical Systems and Knowledge Management
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Chapter 4
Brian Lehaney, Steve Clarke, Elayne Coakes, Gillian Jack
In order to understand knowledge management (KM), reference has been made to the insufficient nature of knowledge seen as either a purely technical... Sample PDF
Systems Thinking and Knowledge Management
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Chapter 5
Brian Lehaney, Steve Clarke, Elayne Coakes, Gillian Jack
This research is concerned with developing a framework for the evaluation of an organisation’s potential to engage in knowledge management (an... Sample PDF
A Review of Knowledge Management Frameworks
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Chapter 6
Brian Lehaney, Steve Clarke, Elayne Coakes, Gillian Jack
Previous chapters have discussed the importance of systems and knowledge management. This is especially important with the shifts from traditional... Sample PDF
A Framework for Knowledge Management
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Chapter 7
Conclusions  (pages 244-245)
Brian Lehaney, Steve Clarke, Elayne Coakes, Gillian Jack
Three areas (staff, structures, and technology) interact in knowledge management. Knowledge processes are about the creation, retention, sharing... Sample PDF
Conclusions
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About the Authors