Guidelines for Deploying a Knowledge Management System

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Author(s): J. Ares (University of A Coruña, Spain), A. Rodríguez-Patón (Polytechnic University of Madrid, Spain)and S. Suárez (Polytechnic University of Madrid, Spain)
Copyright: 2008
Pages: 8
Source title: Encyclopedia of Networked and Virtual Organizations
Source Author(s)/Editor(s): Goran D. Putnik (University of Minho, Portugal)and Maria Manuela Cruz-Cunha (Polytechnic Institute of Cavado and Ave, Portugal)
DOI: 10.4018/978-1-59904-885-7.ch086

Keywords: Information Science Reference / Media & Communications / Social Computing / Virtual Communities & Virtual Reality

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Abstract

Despite the current upsurge of the knowledge management discipline (KM) and the benefits that this discipline offers organizations, there are still substantial deficiencies in this field. In this respect, the KM schemes of most organizations are ad hoc initiatives, set up to meet a specific internal need. Similarly, many organizations have taken a mistaken view of KM, deploying a software tool, and expecting employees to be motivated more or less by design to share knowledge. In actual fact, however, KM has to be undertaken by means of an all-embracing process through which the knowledge that is in the organization is discovered and used correctly. However, those organizations that are aware of the need to enact such a process to effectively incorporate KM into their business activities come up against what is really the most important and worrying obstacle: there is no commonly accepted approach to guide the deployment of a knowledge management system (KMS) in an organization (Rubenstein-Montano, Liebowitz, Buchwalter, McCaw, Newman, & Rebeck, 2001). This state of affairs is due to the fact that there are a great many proposals for setting up this class of systems; none of which, however, are detailed enough to be directly applicable.

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