Making a Journey in Knowledge Management Strategy

John Steven Edwards · Paul M. Collier · Duncan Shaw

32 citations0/0 files storedJournal of Information & Knowledge Management

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Knowledge Management and Sharing Innovation and Knowledge Management Management and Organizational Practices

Abstract

This paper reports results from an ongoing project examining what managers think about knowledge management in the context of their organisation. This was done in a facilitated computer-assisted group workshop environment. Here we compare the outcomes of workshops held for two relatively large UK organisations, one public sector and the other private. Our conclusions are that there are relatively few differences between the perceptions of these two groups of managers, and that these differences stem more from the stage of the knowledge management life cycle that the two organisations have reached, rather than from the difference in context between public and private sector.

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References

1995The Knowledge-Creating Company 1997The Knowledge-creating company: How Japanese companies create the dynamics of innovation 1998Working knowledge: how organizations manage what they know 2001Knowledge Management: An Organizational Capabilities Perspective 1987Productivity loss in brainstorming groups: Toward the solution of a riddle.1999Knowledge Management Systems: Issues, Challenges, and Benefits 1998The State of the Notion: Knowledge Management in Practice 1998Making Strategy: The Journey of Strategic Management

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2015Public sector knowledge management: a structured literature review 2012KNOWLEDGE MANAGEMENT STRATEGY BUILDING: LITERATURE REVIEW 2004Problem structuring methods for large group interventions 2005Knowledge management and its impact on the management accountant 2006Journey Making group workshops as a research tool 2005Using a group support system to aid input–output identification in DEA

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