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Managing Knowledge (managing + knowledge)
Selected AbstractsManaging Knowledge and Storing Wisdom?DEVELOPMENT AND CHANGE, Issue 4 2001New Forms of Foreign Aid? Aid agencies claim that their development expertise and advisory services are more important than their funds. Development research databases highlight broader problems in the knowledge management systems that have been established to record and distribute that expertise. In practice, distilled digested mini-facts disseminated electronically risk perpetuating rather than reducing dependence. A banking model of knowledge and knowledge sharing stymies learning because it undermines and devalues learners' initiative and responsibility. More consequential than detached bits of information is learning, largely initiated, maintained, and managed by those seeking to change their situation. Problem-solvers must be directly involved in generating the knowledge they require. Achieving information affluence in poor countries cannot rest on transfer and absorption but rather requires a generative process with strong local roots. [source] Managing knowledge in the healthcare sector.INTERNATIONAL JOURNAL OF MANAGEMENT REVIEWS, Issue 3 2008A review Over the past decade, knowledge management (KM), as a concept and a set of practices, has penetrated into the fabric of organizational and managerial processes in the healthcare sector, which has been the site of numerous innovative KM practices. As a result scholars from a range of academic (and non-academic) fields have begun to document how KM is conceived and practised in health care, what the recurrent issues are and how they can be addressed. The purpose of this paper is to review the current literature on KM concepts, policies and practices in the healthcare sector. Based on the analysis of the most relevant contributions in the last six years, three overarching themes that have occupied the interests of authors are identified and discussed: the nature of knowing in the healthcare sector, the type of KM tools and initiatives that are suitable for the healthcare sector, and the barriers and enablers to the take up of KM practices. The paper concludes with some considerations on what the literature tells us about the state of the art and the future of KM in this important sector of Western economies. [source] Applying wikis to managing knowledge,A socio-technical approachKNOWLEDGE AND PROCESS MANAGEMENT: THE JOURNAL OF CORPORATE TRANSFORMATION, Issue 1 2009Miia Kosonen As organizations are increasingly moving towards geographically dispersed and virtual forms of collaboration, knowledge sharing through social software such as wikis is widely acknowledged as an important area of research and practice. However, social software remains an under-investigated issue in the literature on knowledge management (KM), and there is a lack of studies demonstrating how organizations can successfully incorporate these technologies into their everyday operations. To bridge this gap, our paper examines a case of successful wiki implementation. We claim that understanding the implementation of wikis requires a socio-technical perspective focusing on the organizational context and activity system in which they are implemented rather than on their technological proficiency. Furthermore, we claim that their implementation brings about change in existing social systems, and results in new kinds of social constellations, interactions, and identities, which are manageable and controllable only to a limited extent. Copyright © 2009 John Wiley & Sons, Ltd. [source] Working around the Barriers to Creating and Sharing Knowledge in Capital Goods Projects: the Client's Perspective,BRITISH JOURNAL OF MANAGEMENT, Issue 3 2007Chris J. Ivory The article considers knowledge management issues from the client's perspective. In the example presented, a sludge treatment centre procured by Northumbrian Water Ltd (NWL), the task faced by the client was to manage knowledge in a context where the core technology being procured was new and resulted in the need for new knowledge to be created and shared both pre- and post-delivery. In exploring these issues, the article reveals the problems of (and some solutions to) managing knowledge across the project life-cycle and between different groups, where the motivation for generating and sharing knowledge was not the same for all participants. [source] | ||||||||||