Feature article Knowledge management, librarians and information managers: fad or future? Brendan Loughridge
This article considers some of the principles and practices commonly associated with ``knowledge management'' (KM) in so far as they seem to be of potential importance or relevance to library and information professionals. Competing claims and counterclaims about KM as expressed in a selection of recent professional and academic publications are reviewed, though a truly comprehensive survey of the topic would, as Holtham (1997) suggests, have to take into account the domains of information systems strategies, information policies, computer science, knowledge-based and expert systems, the economics of information and knowledge, intellectual capital, human resource management and organisational culture and learning. While various definitions, or attempted definitions, of KM are quoted or referred to, the complex conceptual and epistemological aspects of, for example, the meanings of and relationships between data, information, knowledge, expertise, know-how and wisdom, which are often confused or ignored altogether in much of the literature of KM, are beyond the scope of this article (but see, for example, McGarry (1993) and Badenoch et al. (1994) for interesting discussions of these topics). Although terms like ``knowledge economy'', ``knowledge worker'' and ``knowledge management'' have been in circulation for a considerable time, there appears still to be no real consensus of opinion about how, and to what extent, KM differs clearly from and/or represents an advance or improvement on established librarianship or, more specifically, information management or information resources management theory and practice (see Drucker,1967; 1969; Machlup, 1980; Svieby and Lloyd, 1987). There are also differing views about both the validity of the conceptual foundation and framework so far developed for KM and the claims made for it as a major paradigm shift in the theory and practice of information resources management and its credibility as an approach to the management of human and intellectual resources in organisations. Some commentators have been inclined to dismiss KM as yet This article is based in part of a paper presented at the 3rd British-Nordic Conference on Library and Information Studies in Boras, Sweden, 12-14 April Ê 1999.
The author Brendan Loughridge is Lecturer at the Department of Information Studies, University of Sheffield, Sheffield, UK. Keywords Knowledge based systems, Training, Librarians, Information management Abstract This paper reviews some recent professional and academic publications on aspects of the theory and practice of knowledge management, with particular reference to the curriculum of professional education for library and information management and the career roles and prospects of information professionals. Some commentators dismiss knowledge management as a fad; others view it as a major paradigm shift in the management and exploitation of ``intellectual capital''. It is concluded that many aspects of knowledge management practice bear a close resemblance to wellestablished practices in librarianship and information management. However, the emphasis by knowledge management theorists and practitioners on the importance of knowledge elicitation and knowledge creation, groupwork and team work, greater involvement in organisational strategy development and support and IT may require greater attention to the personality, motivation and career aspirations of potential entrants to the profession in order to prepare them better for widerranging, multi-role careers. Electronic access The current issue and full text archive of this journal is available at http://emerald-library.com New Library World Volume 100 . Number 1151 . 1999 . pp. 245±253 # MCB University Press . ISSN 0307-4803
Knowledge management, librarians and information managers
...Toward a knowledge-based theory of the firm
ROBERT M. GRANT, 1996, SMJ
Presentation of the article
The different theories of the firm when applied to the field of strategic management help explain firm performance and the determinants of strategic choice from different perspectives. The knowledge-based view, through its focus upon knowledge as the most strategically important firm resource, is seen here as an extension of the resource-based view. The issues with which the KBV concerns itself extend beyond the traditional concerns of strategic management and tap into the domain of the theory of the firm – the nature of coordination within the firm, organizational structure, the role of management, the allocation of decision-making rights, firm boundaries, and innovation.
In this article, the firm is conceptualized as an institution for integrating knowledge. The primary contribution of the paper is in exploring the coordination mechanisms through which firms integrate the specialist knowledge of their members. In contrast to earlier literature, knowledge is viewed as residing within the individual, and the primary role of the organization is knowledge application.
Grant avoids defining knowledge and concentrates on establishing those characteristics of knowledge which have critical implications for management. He looks at several features from...
...L’Oreal: Global Brand, Local Knowledge
1. Outline the various conflicting demands on L’Oreal in the international context and their relative importance. What tradeoffs do you see among them?
The conflicting demands are:
Leveraging knowledge (local to Global)
L’Oreal is one of the world's most progressive companies and it is being honored for creating a corporate culture that embraces and drives diversity throughout the company.
L’Oreal’s strength comes from the diversity of its teams, to be a global company, it’s needed first have to be global from within. So people from different cultures and origins are a real asset for the company. L’Oreal experience is that diverse teams are actually more creative and innovative.
The company is aware of the necessity of recognizing the diversity of its customers. L’Oreal does not try to export or impose a single view of beauty. On the contrary, all the brands must reach out to people of very different types around the world.
One of the most conflicting demands that L'Oreal is experiencing the different needs of customers according to the local needs, sometimes a country asks for a product that fits perfectly for them but not for the other country.
For a company that is dedicated to beauty care, it is essential to study the needs of the market and be able to adapt the business to them.
L'Oreal has been able...
Kuala Lumpur: 10 – 14 September, 2012
“Information technology sophistication and knowledge utilization for development results: Selected Sector Examples from the Philippines”
Romeo B. Santos, Ph.D.
President, Pilipinas Development Evaluators Association [PHILDEV], Philippines
Professor, University of the Philippines
E-Mail: [email protected]
1. INTRODUCTION 3
2. BACKGROUND 3
1. IT sophistication and Knowledge-based Culture: Bridging the link with MfDR 4
2. Managing for Development Results in the Philippines
3. KNOWLEDGE-BASED PRACTISE IN 2 SELECTED SECTORS 6
3.1 NDRRMC, Philippines: ‘lives-on-the-line’ role demands real time response 6
3.2 DOH, Philippines: ‘lives-are-at-stake’ role requires ‘universal’ access 7
3.3 State of knowledge use in NDRRMC and DOH; situation in other departments 7
4. MEASURE OF PERFORMANCE IN PUBLIC SECTOR MANAGEMENT, PHILIPPINES 9
4.1 Measure of performance and decision making in focus 9
4.2 Management for Development Results: Is it winning? 10
5. CONCLUSION AND LESSONS LEARNED 11
“Information technology sophistication and knowledge utilization for development results: Selected...
...What is Knowledge Management?
Generally, knowledge is interpreted, subjective information within a context, which involves understanding and is mostly tacit, not explicit. Knowledge can take many forms. It can be in the form of thoughts, insights, ideas, lore, lessons learnt, practices, and experiences undergone to name just a few.
The term knowledge management has become common in businesses throughout the world. Despite its increased prevalence, there remains a large degree of confusion concerning the applied definition of what knowledge management is. Within the knowledge management community, attempts at defining this elusive term appear to be in constant flux. However, a basic description of what constitutes knowledge management, and the various factors leading to its importance, source, problems, and other basic related issues necessary to achieve a general understanding have been provided below. This field guide is intended to provide information concerning these issues in terms that are applicable in any situation. Obviously each business has their own sets of definitions, applications and style with respect to this tool.
What is Knowledge Management?*
There are prevalent definitions of knowledge management needing to be highlighted. First, that knowledge management (KM) is the discipline that...
Knowledge management – how organizations track, measure, share and make use of intangible assets such as an employee’s ability to think fast in a crisis – is increasingly important in a fast-changing knowledge society. Organizations have always managed knowledge, even if they did not use the term knowledge management. For example, a person experienced in operating or repairing a particular machine could pass their knowledge on to newcomers.
Knowledge management (KM) can also be defined simply as doing what is needed to get the most out of knowledge resources.
* KM focuses on organizing and making available important knowledge, wherever and whenever it is needed.
* It is the process to help an organization to identify, select, organize, disseminate, transfer information.
* KM is related to the concept of intellectual capital (both human and structural).
* Social/Structural mechanisms for promoting knowledge sharing.
* Leading-edge information technology (e.g. Web- based conferencing) to support KM mechanisms.
* Knowledge management systems (KMS): the synergy between social/structural mechanisms and latest technologies
CLASSIFICATION OF KNOWLEDGE MANAGEMENT SYSTEMS
* As a whole, knowledge management is accomplished through four...
...Technical Theory in Knowledge Management (KM)
The theme of my paper pertains to the application of Social Technical Theory in Knowledge Management. Technology has changed the operation of business organizations around the world. Applying socio-technical theories in knowledge management advances the ability of one organization to rapidly disseminate and share information vital to the fast, sophisticated and highly demanding information technology superhighway. Timely and effective use results in competitive edge within the organization.
Socio-technical system is popular and exists in modern business organizations. Modern organizations strive to implement and carefully execute the use of highly developed technology to achieve the desired competitive advantage. The use of automated machines, equipments, information systems, and other advanced technologies are widespread and can be seen inside and outside the workplace. As a result, modern organizations require more knowledge, experience, and extensive training to be able to operate and continue its operation in a better way. The operation of the organization is basically driven by knowledge possessed by various individuals. Individual knowledge is gained through experience, training, and formal education.
According to Meredith Levinson, knowledge management is the process through which organizations generate...
...School of Economics
National Research University, Perm
Knowledge Chain in Rosatom Corporation: strengths and weaknesses (on the base of the book «Rosatom is Sharing Knowledge»)
Executed by the students:
Knowledge Chain in Rosatom Corporation: strengths and weaknesses…………...4
For the past several decades knowledge has become extremely important asset of a company. Nowadays large organizations and even small companies have to address the issues of Knowledge Management in order to increase flexibility and efficiency, reduce lead time and involve people as much as possible. As it was mentioned in 1996 by McKern [1; 13-18], the major forces of change are the following: globalization, higher degrees of complexity, new technologies, increased competition, changing client demands, and changing economic and political structures. So companies are starting to understand that the core and sustainable resource of competitive advantages are their employees. In other words all the knowledge about...
OBHR-633 HUMAN RESOURCE MANAGEMENT
KNOWLEDGE WORKER – “THE EPITOME OF SUCCESS”
PURDUE UNIVERSITY CALUMET, HAMMOND, INDIANA
James Madison said that “Knowledge will forever govern ignorance; and a people who mean to be their own governors must arm themselves with the power which knowledge gives”. Knowledge is power according to Sir Francis Bacon. It is the most important resource for the organizations to grow. The knowledge resides in the heads of knowledge workers. Knowledgeable workers are the most precious resource organizations possess. They are different from task workers and low skilled workers. Knowledge workers are selected, recruited and trained in a special manner than the non-knowledge workers. Improving the productivity of knowledge workers and retaining them is a challenge for organizations today. The research paper focuses on all the mentioned aspects of knowledge workers. The paper is written with the help of available literature on knowledge workers (from year 1994 – 2010), newspaper articles, and web articles, my opinion and experience.
Peter Drucker was the first to coin the term, Knowledge Worker in his book “Landmarks of Tomorrow” in 1959. According to Drucker, “knowledge workers are the people who work differently from the...