A review of current literature reveals numerous definitions of KM due to wide range of interests, perspectives, and issues represented by various authors. Therefore, defining the concept of KM is difficult, as differing viewpoints or schools of thought can yield different dimensions and meanings. Although today there is a great deal of interest in knowledge management (KM), no universally accepted definition of KM exists (Earl, 1999). Given the vast activities that KM may cover, it is not surprising that KM is referred differently by different authors (Davenport et al., 1998; Edvinsson, 1997; Pan and Scarbrough, 1999; Sveiby, 1997; Wiig, 1997a).
Many authors had defined KM as a management process in an organisation. KM is to discover, develop, utilize, deliver, and absorb knowledge inside and outside the organisation through an appropriate management process to meet current and future needs (Quintas et. al., 1997). Similarly, Gurteen (1998) defined KM as “an emerging set of organisational design and operational principles, processes, organisational structures, applications and technologies that helps knowledge workers dramatically leverage their creativity and ability to deliver business value”. Bukowitz and Williams (1999) in their research defined KM as “the process by which the organisation generates wealth from its intellectual or knowledge-based assets”. Allee (1997); Davenport (1998); Alavi and Leidner (2001), had a same definition of KM where “KM is managing the corporation’s knowledge through a systematically and organisationally specified process for acquiring, organising, sustaining, applying, sharing and renewing both the tacit and explicit knowledge of employees to enhance organisational performance and create value”. KM is a process that helps organisations find, select, organise, disseminate, and transfer important information and expertise necessary for activities (Gupta et. al., 2000).
Another perspective of KM definition is that KM involves knowledge creation. KM is a process of knowledge creation, validation, presentation, distribution and application (Bhatt, 2001). Horwitch and Armacost (2002) viewed KM as “the creation, extraction, transformation and storage of the correct knowledge and information in order to design better policy, modify action and deliver results”.
The following authors have a same idea on KM in relation to the whole approach of KM. Wunram (2000) viewed KM as a systematic, goal-oriented application of measures to steer and control the tangible and intangible knowledge assets of organisations, with the aim of using existing knowledge inside and outside of these organisations to enable the creation of new knowledge, and generate value, innovation and improvement. It was agreed by Jones (2003) which had defined KM as an integrated, systematic approach to identify, manage, and share all of the department’s information assets, including databases, documents, policies and procedures, as well as previously unarticulated expertise and experience resident in individual officers. Hung et. al., (2005) had defined KM as a systemised and integrated managerial strategy, which combines information technology with the organisational process. They added that KM is a managerial activity which develops, transfers, transmit, stores and applies knowledge, as well as providing the members of the organisation with real information to react and make the right decisions, in order to attain the organisation’s goals.
Many authors had defined KM as a management process in an organisation. KM is to discover, develop, utilize, deliver, and absorb knowledge inside and outside the organisation through an appropriate management process to meet current and future needs (Quintas et. al., 1997). Similarly, Gurteen (1998) defined KM as “an emerging set of organisational design and operational principles, processes, organisational structures, applications and technologies that helps knowledge workers dramatically leverage their creativity and ability to deliver business value”. Bukowitz and Williams (1999) in their research defined KM as “the process by which the organisation generates wealth from its intellectual or knowledge-based assets”. Allee (1997); Davenport (1998); Alavi and Leidner (2001), had a same definition of KM where “KM is managing the corporation’s knowledge through a systematically and organisationally specified process for acquiring, organising, sustaining, applying, sharing and renewing both the tacit and explicit knowledge of employees to enhance organisational performance and create value”. KM is a process that helps organisations find, select, organise, disseminate, and transfer important information and expertise necessary for activities (Gupta et. al., 2000).
Another perspective of KM definition is that KM involves knowledge creation. KM is a process of knowledge creation, validation, presentation, distribution and application (Bhatt, 2001). Horwitch and Armacost (2002) viewed KM as “the creation, extraction, transformation and storage of the correct knowledge and information in order to design better policy, modify action and deliver results”.
The following authors have a same idea on KM in relation to the whole approach of KM. Wunram (2000) viewed KM as a systematic, goal-oriented application of measures to steer and control the tangible and intangible knowledge assets of organisations, with the aim of using existing knowledge inside and outside of these organisations to enable the creation of new knowledge, and generate value, innovation and improvement. It was agreed by Jones (2003) which had defined KM as an integrated, systematic approach to identify, manage, and share all of the department’s information assets, including databases, documents, policies and procedures, as well as previously unarticulated expertise and experience resident in individual officers. Hung et. al., (2005) had defined KM as a systemised and integrated managerial strategy, which combines information technology with the organisational process. They added that KM is a managerial activity which develops, transfers, transmit, stores and applies knowledge, as well as providing the members of the organisation with real information to react and make the right decisions, in order to attain the organisation’s goals.
No comments:
Post a Comment