Knowledge management
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Knowledge management (KM) is the process of capturing, developing, sharing, and effectively using organizational knowledge. It refers to a multi-disciplinary approach to achieving organizational objectives by making the best use of knowledge.
Quotes[edit]
- Quotes are arranged alphabetically by author
A - F[edit]
- Knowledge is a broad and abstract notion that has defined epistemological debate in western philosophy since the classical Greek era. In the past few years, however, there has been a raging interest in treating knowledge as a significant organizational resource. The heightened interest in organizational knowledge and knowledge management stems from the transition into the knowledge economy, where knowledge is viewed as the principle source of value creation and sustainable competitive advantage.
- Maryam Alavi and Dorothy E. Leidner. "Review: Knowledge management and knowledge management systems: Conceptual foundations and research issues." MIS quarterly (2001): 107-136.
- Most people define learning too narrowly as mere “problem-solving”, so they focus on identifying and correcting errors in the external environment. Solving problems is important. But if learning is to persist, managers and employees must also look inward. The need to reflect critically on their own behaviour, identify the ways they often inadvertently contribute to the organisation’s problems, and then change how they act.
- Chris Argyris "Teaching smart people how to learn," cited in: Peter F. Drucker (1998) Harvard Business Review on Knowledge Management. p. 82
- Knowledge management often generates theories that are too general or abstract to be easily testable. In some cases, simulation modeling can help. [WE have developed] an agent-based simulation model derived from a conceptual framework, the Information Space or I-Space and use it to explore the differences between a neoclassical and a Schumpeterian information environment.
- Max Boisot, Canals, A., & MacMillan, I. (2004). "Simulating I-Space (SIS): An agent-based approach to modeling knowledge flows." Working papers of the Sol C. Snider Entrepreneurial Research Center, Wharton School, University of Pennsylvania.
- You can't manage knowledge – nobody can. What you can do is to manage the environment in which knowledge can be created, discovered, captured, shared, distilled, validated, transferred, adopted, adapted and applied.
- Chris Collison and Geoff Parcell, Learning to Fly - Practical Knowledge Management from Leading and Learning Organizations (2005), Chapter 2, pages 24-25.
- In post-capitalism, power comes from transmitting information to make it productive, not from hiding it.
- Peter Drucker (1995), quoted in: Maryam Alavi, and Dorothy E. Leidner. "Review: Knowledge management and knowledge management systems: Conceptual foundations and research issues." MIS quarterly (2001): 107-136.
G - L[edit]
- Knowledge management is a method to simplify and improve the process of creating, sharing, distributing, capturing, and understanding knowledge in a company.
- Jan Terje Karlsen, and Petter Gottschalk. "Factors affecting knowledge transfer in IT projects." Engineering Management Journal 16.1 (2004): 3-11; Cited in: Gasik, Stanisław. "A model of project knowledge management." Project Management Journal 42.3 (2011): 23-44..
M - R[edit]
- Knowledge management is a process of systematically and actively identifying, activating, replicating, storing, and transferring knowledge.
- Probst, G., Raub, S., & Romhard, K. (2003). Wissen managen (5th ed.). Wiesbaden, Germany: Gabler Verlag; as cited in: Gasik, Stanisław. "A model of project knowledge management." Project Management Journal 42.3 (2011): 23-44.
S - Z[edit]
- The objectives of knowledge management (KM) are 1. To make the enterprise act as intelligently as possible to secure its viability and overall success and 2. To otherwise realize the best value of its knowledge assets.
- Karl M. Wiig, "Knowledge management: where did it come from and where will it go?." Expert systems with applications 13.1 (1997): 1-14.
