An Exploratory Study of the Relationship between Knowledge Management and Performance Professionals

Abstract

The transition of the workforce from brawn-power to brain-power has prompted organizations to fixate on the knowledge created by employees, managers and customers. Knowledge Management (KM) involves recognizing, documenting, and distributing the explicit and tacit knowledge resident in an organization. Although extracting, packaging, and distributing information is not new ground for human resources and training professionals, this preliminary study pursued the authors' curiosity regarding how far beyond job aids and documentation, precursors to KM, the profession has come. This initial study investigated the knowledge management practices reported by volunteer respondents and assessed readiness for knowledge management by teasing out evidence of the systems and goals associated with KM. Additionally, we sought to understand the roles professionals reported themselves to be playing in KM, with particular interest in the thought leadership provided by consulting firms and the implications of organizational culture and information technology.

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