IT in Knowledge Management

IT in Knowledge Management

Petter Gottschalk (Norwegian School of Management, Norway)
DOI: 10.4018/978-1-59904-933-5.ch040
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Abstract

As we trace the evolution of computing technologies in business, we can observe their changing level of organizational impact. The first level of impact was at the point work got done, and transactions (e.g., orders, deposits, reservations) took place. The inflexible, centralized mainframe allowed for little more than massive number crunching, commonly known as electronic data processing. Organizations became data heavy at the bottom, and data management systems were used to keep the data in check. Later, the management information systems were used to aggregate data into useful information reports, often prescheduled, for the control level of the organization: people who were making sure that organizational resources like personnel, money, and physical goods were being deployed efficiently. As information technology (IT) and information systems (IS) started to facilitate data and information overflow, and corporate attention became a scarce resource, the concept of knowledge emerged as a particularly high-value form of information (Grover & Davenport, 2001).

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