denotes premium content | Jun 20 2013 Inside Knowledge Magazine /Knowledge Management Magazine Archive
Volume 2 Issue 6
Features
In the Know: Knowledge Management using an information management framework
The information framework implemented at Barclays Bank integrates space to capture both factual information and the less defined unstated knowledge travelling through the specialist vocabulary of a vast and complex institution. Here, Roger Evernden and Neil Phillips explain the logistics and benefits of moving from a one dimensional document based focus to a multi dimensional model which promotes knowledge sharing.
Knowledge Management for Organisational White Waters
Many extant conceptions of knowledge management systems are constrained by their overly rational, static and acontextual views of knowledge. The notion of a knowledge ecology may facilitate development of synergy between the data and information processing capacity of information technologies and the innovative and creative capacity of human beings. This article will attempt to develop an understanding of such issues to advance the current thinking from knowledge management based on predictive models to those better geared to organisational white waters that demand anticipation of surprise.
Managing knowledge through targeted push
Ciba Speciality Chemicals is filtering, refining and channelling a new virtual product, knowledge. By building upon an existing foundation of customer networks, this valuable commodity is carried along the system with the aid of a customised ICT system. Adrian Nixon and Frederick Wheeler describe the distillation process for the elixir of sustainable competitive advantage.
Navigating the organisational journey
In Implementing Knowledge Management: Lessons Learned (Volume 1, Issue 4), Bill Ives and Adam Gersting provided an overview of best practices in implementing knowledge management solutions. These best practices, related to strategy, process, people and technology were taken from the creation of knowledge management solutions for their clients and themselves. In this follow on article, they focus on the map route of strategies for executives leading organisational change. The summit is knowledge management success.
Teaching the imperceptible: Intellectual Capital
The relatively new discipline of Intellectual Capital is leaving academics perplexed when it comes to actually teaching the subject according to Mikko Arevuo. Developing a research base for something so difficult to ascertain is no easy task. In order for Management Education to make a contribution to the needs of companies learning for the future, they must do exactly that, look to the future instead of the past for guidance on new teaching methods.
The Knowledge interview
Human interaction is affected by a fundamental flaw; unconscious defence mechanisms are constantly in place to protect individual knowledge, and language often falls short of explaining the whole truth and nothing but the truth. While this communication flaw cannot be resolved, its influence can be alleviated by creating a climate condusive to sharing tacit information. Royal Mail Consulting have devised an intuitive approach to leveraging the covert dialectic through a series of interviews. Mike Barker, Patrick OConnell and Maria Schingen explains the process.
