Changing Scenario From Information Management to Knowledge Management

Changing Scenario From Information Management to Knowledge Management

R. Natarajan (Annamalai University, India)
DOI: 10.4018/978-1-5225-2119-8.ch010
OnDemand PDF Download:
No Current Special Offers


Most extant knowledge management systems are constrained by their overly rational, static and a contextual view of knowledge. Effectiveness of such systems is constrained by the rapid and discontinuous change that characterizes new organizational environments. The prevailing knowledge management paradigm limits itself by its emphasis on convergence and consensus-oriented processing of information. Strategy experts have underscored that the focus of organizational knowledge management should shift from ‘prediction of future' (that cannot be computed) to ‘anticipation of surprise.' Such systems may be enabled by leveraging the divergent interpretations of information based upon the meaning-making capability of human beings. By underscoring the need for synergy between innovation and creativity of humans and the advanced capabilities of new information technologies, this article advances current thinking about knowledge management.
Chapter Preview

Km Systems Today

Knowledge Management has reached a turning point in its evolution. Companies, convinced of the inherent business value, are now focusing on the dual problems of how to successfully implement KM, and how to choose from the bewildering array of solutions offered by consultants and vendors alike, many of whom have made the ‘easy’ transition from being data management companies to being ‘knowledge’ companies. So with the wide array of solutions available today, how come knowledge management efforts still fail so often? Although many reasons have been postulated, few are as important as making sure that you understand how knowledge is used and created in your organization, and making sure that you have a balanced knowledge system portfolio that not only captures, stores, and disseminates your corporate knowledge, but also allows opportunity for the creation of knowledge.

Why do current Knowledge Management (KM) systems find it so hard to achieve solid Return-On-Investment (ROI)? And why is it that so many KM success stories revolve around the impromptu, unofficial applications of technology by informal Communities of Practice? In order to take a fully balanced approach to building a comprehensive and successful KM system, you have to take several factors into account. What is the knowledge that you’re trying to collect? What form is it in? What are you trying to do with the knowledge?

Complete Chapter List

Search this Book: