A Review of Knowledge Management Frameworks

This research is concerned with developing a framework for the evaluation of an organisation’s potential to engage in knowledge management (an organisation’s ‘KM-readiness’, or KMR). To recap, Chapter 3 offered background information and empirical evidence of issues that need to be considered in organisations, Chapter 4 provided an overview of knowledge management, and Chapter 5 explored organisational structure, strategy, and culture in the context of knowledge management. Discussion thus far would not be sufficient to provide a robust and reasoned framework. This chapter is intended to accumulate some further and more focussed ideas as to what should be in a KMR framework, and to assist in the understanding of the material presented here and further on in this thesis. This chapter, therefore, provides a comprehensive review of published knowledge management frameworks that purport to address evaluation, implementation, and other connected areas. Before continuing, it is important to set this exercise in context. The review of frameworks is distinct from a review of literature in which the frameworks are presented. The latter is not intended here. For example, a review of a paper may involve a comprehensive critique, which includes exploration into the general area of research, clarification of the hypothesis, detailed examination of research methods and methodology, literature review, and comprehensive examination of data representation and quality. Such a review would consider the presentation of the paper, and it would critically reflect on the overall purpose of the paper and contribution made to new knowledge, either conceptual or practical. This review focuses solely on the frameworks presented in a paper and in particular those that may address evaluation of knowledge management in an organisation.

Systems Thinking and Knowledge Management

In order to understand knowledge management (KM), reference has been made to the insufficient nature of knowledge seen as either a purely technical or purely social phenomenon. This has led to an argument for a sociotechnical view of KM, which in this chapter is further developed to consider KM in more depth, and to try to answer the question: What kind of system is a knowledge management system?

Sociotechnical Systems and Knowledge Management

Sociotechnical thinking is a subset of social theory and philosophy. This way of thinking is particularly relevant in domains such as information management which are closely related to knowledge management. The wider social context is addressed in the following chapter. In this chapter we are going to look at the concepts underpinning sociotechnical thinking and how we can apply these ideas to knowledge management.

Conclusions

Three areas (staff, structures, and technology) interact in knowledge management. Knowledge processes are about the creation, retention, sharing, identification, acquisition, utilisation, and measurement of information and new ideas, in order to achieve strategic aims, such as improved competitiveness or improved performance. Knowledge types are about the ability to know-that, know-who, know-how, know-where, know-why, know-where. These are all key to gaining and retaining competitive edge in the dynamic environment of the new economy. The shift in culture has to be from ‘individual knowledge is individual power’ to ‘organisational knowledge is organisational power’.

Knowledge Management in More Detail

The previous chapter provided a broad introduction to knowledge management. As you might imagine, this is a complex area. This chapter begins to peel away the layers bit by bit to examine knowledge management in greater depth. Knowledge management has various approaches and definitions according to the perspective and discipline of the individual or organisation that engages with the concept. These include management, individual and organisational learning, communications, information systems and technology, artificial intelligence, intellectual assets, and so on. Each discipline approaches KM with a different perception, for example, computer science focuses heavily on technology, human resources takes an individual and organisational approach emphasising learning and reward factors, and intellectual assets focus on the explicit capture and registration of knowledge.

Introduction

If you want quick-fix solutions, this book is not for you. If you want to “dare to know” how to look at an organisation differently, harness the power of its knowledge, and create innovative and effective systems, then please read on! Knowledge management has been one of the most hyped phrases over the first years of the twenty-first century, and it has been mooted as the way forward for organisations to be dynamic, flexible, competitive, and successful. Despite the hype, and despite some individual successes, western economies and organisations may not have been greatly affected by this ‘all singing, all dancing’ solution to organisations’ problems. Has the impact of knowledge management been less than expected? If so, why? In order to address these questions, there are a number of others that must also be considered, such as: What is knowledge management? Why did it arise in the first place? Can it be simplified or categorised? Is it a fad? Is it theoretical? Is it practical? Why should I care about it? What can it do for my organisation? Does it provide a quick and easy solution?

A Framework for Knowledge Management

Previous chapters have discussed the importance of systems and knowledge management. This is especially important with the shifts from traditional, highly structured organisations, to more fluid businesses in areas as diverse as manufacturing, healthcare, entertainment, and education.