Not to be confused with Content management or Components of knowledge management pdf management. It refers to a multidisciplinary approach to achieving organisational objectives by making the best use of knowledge. An established discipline since 1991, KM includes courses taught in the fields of business administration, information systems, management, library, and information sciences. Other fields may contribute to KM research, including information and media, computer science, public health and public policy.
Several universities offer dedicated master’s degrees in knowledge management. Many large companies, public institutions and non-profit organisations have resources dedicated to internal KM efforts, often as a part of their business strategy, IT, or human resource management departments. Several consulting companies provide advice regarding KM to these organisations. Knowledge management efforts typically focus on organisational objectives such as improved performance, competitive advantage, innovation, the sharing of lessons learned, integration and continuous improvement of the organisation.
These efforts overlap with organisational learning and may be distinguished from that by a greater focus on the management of knowledge as a strategic asset and on encouraging the sharing of knowledge. KM is an enabler of organisational learning. Knowledge management efforts have a long history, including on-the-job discussions, formal apprenticeship, discussion forums, corporate libraries, professional training, and mentoring programs. With increased use of computers in the second half of the 20th century, specific adaptations of technologies such as knowledge bases, expert systems, information repositories, group decision support systems, intranets, and computer-supported cooperative work have been introduced to further enhance such efforts.
In the enterprise, early collections of case studies recognised the importance of knowledge management dimensions of strategy, process and measurement. In short, knowledge management programs can yield impressive benefits to individuals and organisations if they are purposeful, concrete and action-orientated. KM emerged as a scientific discipline in the early 1990s. The objective of CKOs is to manage and maximise the intangible assets of their organisations.
Gradually, CKOs became interested in practical and theoretical aspects of KM, and the new research field was formed. Stewart, former editor at Fortune magazine and subsequently the editor of Harvard Business Review, published a cover story highlighting the importance of intellectual capital in organisations. The KM discipline has been gradually moving towards academic maturity.
Second, the role of practitioners has changed. Third, the number of academic knowledge management journals has been steadily growing, currently reaching 27 outlets.
Techno-centric with a focus on technology, ideally those that enhance knowledge sharing and creation. Organisational with a focus on how an organisation can be designed to facilitate knowledge processes best.