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Business Processes and Knowledge Management

Business Processes and Knowledge Management

John S. Edwards
Copyright: © 2009 |Pages: 6
ISBN13: 9781605660264|ISBN10: 1605660264|EISBN13: 9781605660271
DOI: 10.4018/978-1-60566-026-4.ch078
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MLA

Edwards, John S. "Business Processes and Knowledge Management." Encyclopedia of Information Science and Technology, Second Edition, edited by Mehdi Khosrow-Pour, D.B.A., IGI Global, 2009, pp. 471-476. https://doi.org/10.4018/978-1-60566-026-4.ch078

APA

Edwards, J. S. (2009). Business Processes and Knowledge Management. In M. Khosrow-Pour, D.B.A. (Ed.), Encyclopedia of Information Science and Technology, Second Edition (pp. 471-476). IGI Global. https://doi.org/10.4018/978-1-60566-026-4.ch078

Chicago

Edwards, John S. "Business Processes and Knowledge Management." In Encyclopedia of Information Science and Technology, Second Edition, edited by Mehdi Khosrow-Pour, D.B.A., 471-476. Hershey, PA: IGI Global, 2009. https://doi.org/10.4018/978-1-60566-026-4.ch078

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Abstract

Knowledge has been a subject of interest and inquiry for thousands of years since at least the time of the ancient Greeks, and no doubt even before that. “What is knowledge” continues to be an important topic of discussion in philosophy. More recently, interest in managing knowledge has grown in step with the perception that increasingly we live in a knowledge-based economy. Drucker (1969) is usually credited as being the first to popularize the knowledge-based economy concept by linking the importance of knowledge with rapid technological change in Drucker (1969). Karl Wiig coined the term knowledge management (hereafter KM) for a NATO seminar in 1986, and its popularity took off following the publication of Nonaka and Takeuchi’s book “The Knowledge Creating Company” (Nonaka & Takeuchi, 1995). Knowledge creation is in fact just one of many activities involved in KM. Others include sharing, retaining, refining, and using knowledge. There are many such lists of activities (Holsapple & Joshi, 2000; Probst, Raub, & Romhardt, 1999; Skyrme, 1999; Wiig, De Hoog, & Van der Spek, 1997). Both academic and practical interest in KM has continued to increase throughout the last decade. In this article, first the different types of knowledge are outlined, then comes a discussion of various routes by which knowledge management can be implemented, advocating a process-based route. An explanation follows of how people, processes, and technology need to fit together for effective KM, and some examples of this route in use are given. Finally, there is a look towards the future.

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