What future knowledge management users may expect

What future knowledge management users may expect Globalization has placed businesses everywhere in new and different competitive situations where knowledgeable, effective behavior has come to provide the competitive edge. Enterprises have turned to explicit and systematic knowledge management (KM) to develop the intellectual capital needed to succeed. Further developments are expected to provide considerable benefits resulting from changes in the workplace and in management and operational practices. Changes will partly come from information technology and artificial intelligence developments. However, more important changes are expected in people‐centric practices to build, apply, and deploy knowledge and understanding for support of innovative and effective knowledge‐intensive work. Much remains to be done. Next generation KM methods will still be crude. Our understanding of knowledge and how people use it to work has a long way to go. We need a“theory of knowledge” and perhaps a new theory of the firm to create a solid foundation for future KM. Still, users can expect significant benefits from KM as it develops over the next decades. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of Knowledge Management Emerald Publishing

What future knowledge management users may expect

Journal of Knowledge Management, Volume 3 (2): 12 – Jun 1, 1999

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Publisher
Emerald Publishing
Copyright
Copyright © 1999 MCB UP Ltd. All rights reserved.
ISSN
1367-3270
D.O.I.
10.1108/13673279910275611
Publisher site
See Article on Publisher Site

Abstract

Globalization has placed businesses everywhere in new and different competitive situations where knowledgeable, effective behavior has come to provide the competitive edge. Enterprises have turned to explicit and systematic knowledge management (KM) to develop the intellectual capital needed to succeed. Further developments are expected to provide considerable benefits resulting from changes in the workplace and in management and operational practices. Changes will partly come from information technology and artificial intelligence developments. However, more important changes are expected in people‐centric practices to build, apply, and deploy knowledge and understanding for support of innovative and effective knowledge‐intensive work. Much remains to be done. Next generation KM methods will still be crude. Our understanding of knowledge and how people use it to work has a long way to go. We need a“theory of knowledge” and perhaps a new theory of the firm to create a solid foundation for future KM. Still, users can expect significant benefits from KM as it develops over the next decades.

Journal

Journal of Knowledge ManagementEmerald Publishing

Published: Jun 1, 1999

Keywords: Intellectual capital; Knowledge management; Organizational learning; Teamwork

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