Despite the ever‐burgeoning literature and growth of conceptual models and tools, hard‐pressed managers seem to find it difficult to appreciate the special significance that knowledge management (KM) has for redefining their managerial work. In two complementary articles, this problem is investigated and ideas developed to help turn existing information about KM into “usable ideas”. In this first article, the importance of helping managers to relate knowledge management to what is organisationally important (currency), to what furthers an individual’s goals and interests (personal relevance), and to what is practical within an individual’s current capacity (actionable), is explained. Currency is explored using a managerial knowledge portfolio that identifies the knowledge to be managed in the critical areas of managerial focus, strategy, operational processes and change management. Actionability is explored using an organisational knowledge management activity matrix that describes KM activities in terms which are meaningful and provides a basis for a KM audit.
Journal of Knowledge Management – Emerald Publishing
Published: Sep 1, 2000
Keywords: Knowledge management; Influence; Effectiveness; Organizational change; Innovation
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