Advances in Knowledge Management: Mapping Ideas that Shape Practice

Knowledge Management

This work was motivated by the theory that knowledge management processes such as knowledge creation, sharing and use and KM strategies are crucial for successful firms of the 21^st century (Dixon, 2000; Davenport & Prusak, 1998). Knowledge originates in and with people; it creates networks, communities and routines whose life spans exceed that of the tenure of the individual members (Czerniawska & Potter, 2001; Leibowitz, 2000). The salient appeal of knowledge management for corporations is that the value of knowledge endures beyond the minds of specific individuals who may have participated in the creation of that knowledge. In addition, KM systems offer opportunities for employees to access best practices, build on previous knowledge, reduce cycle time, improve quality, and provide access to expertise. However, a KM strategy does not have to rely on large investments in technology; it can focus on social processes and the creation of networks and communities. For instance, Nonaka and Takeuchi (1995) identify socialization as an aspect of knowledge management in connection with knowledge creation, transfer and use. Communities and networks of practice can be viewed as an economical means for integrating people and technology around a shared interest (Stein, 2005); i.e., they are a low cost entry into a corporate knowledge management strategy. Vera and Crossan (2001) note that “knowledge exists in socially-distributed activity systems, where participants employ their situated knowledge … which is itself constantly developing” (p. 621). From this perspective, knowledge, action and learning are intertwined. People and organizations who seek to capture, transfer, and recall ideas, practices, routines and concepts of value to their work are all engaged in some form of knowledge management.