Knowledge management in organizations: examining the interaction between technologies, techniques, and people

Knowledge management in organizations: examining the interaction between technologies,... Argues that the knowledge management process can be categorized into knowledge creation, knowledge validation, knowledge presentation, knowledge distribution, and knowledge application activities. To capitalize on knowledge, an organization must be swift in balancing its knowledge management activities. In general, such a balancing act requires changes in organizational culture, technologies, and techniques. A number of organizations believe that by focusing exclusively on people, technologies, or techniques, they can manage knowledge. However, that exclusive focus on people, technologies, or techniques does not enable a firm to sustain its competitive advantages. It is, rather, the interaction between technology, techniques, and people that allow an organization to manage its knowledge effectively. By creating a nurturing and "learning-by-doing" kind of environment, an organization can sustain its competitive advantages. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Knowledge Management Emerald Publishing

Knowledge management in organizations: examining the interaction between technologies, techniques, and people

Journal of Knowledge Management, Volume 5 (1): 8 – Mar 1, 2001

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Publisher
Emerald Publishing
Copyright
Copyright © 2001 MCB UP Ltd. All rights reserved.
ISSN
1367-3270
DOI
10.1108/13673270110384419
Publisher site
See Article on Publisher Site

Abstract

Argues that the knowledge management process can be categorized into knowledge creation, knowledge validation, knowledge presentation, knowledge distribution, and knowledge application activities. To capitalize on knowledge, an organization must be swift in balancing its knowledge management activities. In general, such a balancing act requires changes in organizational culture, technologies, and techniques. A number of organizations believe that by focusing exclusively on people, technologies, or techniques, they can manage knowledge. However, that exclusive focus on people, technologies, or techniques does not enable a firm to sustain its competitive advantages. It is, rather, the interaction between technology, techniques, and people that allow an organization to manage its knowledge effectively. By creating a nurturing and "learning-by-doing" kind of environment, an organization can sustain its competitive advantages.

Journal

Journal of Knowledge ManagementEmerald Publishing

Published: Mar 1, 2001

Keywords: Knowledge management; Knowledge management systems; Knowledge workers; Interaction

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