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Knowledge Manageability: A New Paradigm
Abstract
Although the knowledge society is evolving rapidly, uptake of knowledge management principles and practice in the public sector have lagged well behind that in the private sector. To help overcome this difficulty, the knowledge management mantra that industrial-era cultures must change in order for KM to succeed is reformulated into a new paradigm: Within an existing culture, how can knowledge management increase the value of organizational knowledge and the productivity of knowledge work? The paradigm uses the Cynefin sense-making framework as a foundation for knowledge manageability. Four knowledge manageability regimes are described: authoritative hierarchy (use of explicit knowledge is authorized through organizational decisions), organizational structure (explicit knowledge is codified and interpreted in the context of organizational processes), negotiated agreements (tacit knowledge is exchanged among individuals and within communities to validate new knowledge), and responsible autonomy (innate knowledge is voluntarily used by individuals to create new knowledge). Most organizations use all four regimes, each of which requires a different approach to management. The chapter also describes methods for transferring knowledge across the regions, from creation to application. The knowledge manageability framework encompasses a spectrum from dynamic, unstructured organizational environments to relatively inflexible, highly structured environments. It provides a robust, multi-dimensional framework for managing knowledge and knowledge work across diverse organizational contexts. By avoiding the need to change inherently structured culture and work processes, it greatly reduces the challenges associated with implementing knowledge management in public-sector organizations.
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