Affective Factors for Successful Knowledge Management

Affective Factors for Successful Knowledge Management

Peter A.C. Smith (The Leadership Alliance Inc., Canada)
DOI: 10.4018/jskd.2010100801
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Abstract

The article proposes that any effort to successfully manage knowledge must be concerned not only with relevant technology, but also with the plethora of affective factors present in the workforce. The aim of this article is to heighten awareness of the impact of these affective factors on KM implementation, and to offer practical approaches that it is contended will assist in “getting the affective factors right”.
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Background

Most managers will agree that their organization's capability to act is heavily dependent on its knowledge assets and how they are managed. In this regard, information technology (I/T) may be used to create, capture, organize, access and use the intellectual assets of the organization; however as Davenport and Prusak assert (1998; p. 123) “Knowledge management is much more than technology, but ‘Techknowledgy’ is clearly part of knowledge management”. In other words I/T is an enabler (Allee, 1997). Coakes (2006; p. 581-582) tabulates the several roles and ways that I/T may support KM, but counsels “Successful knowledge management continues to need a socio-technical approach where the social aspects of knowledge creation, storage, and sharing need to be considered alongside the technical” (Coakes, 2006; p. 591).

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