Group items tagged

"P3 KM: managing knowledge at different levels in project environments What is knowledge management (KM) like at different levels in a project environment? How is knowledge managed at a personal level? In an individual project? In programmes and portfolios? Across organisations? And how does it all fit together?"

Arguably the most important contributor to this subject has been Ikujiro Nonaka. He worked extensively with the concepts of explicit knowledge and tacit knowledge, and drew attention to the way Western firms tend to focus too much on the former (Nonaka & Takeuchi 1996). This sentiment has since been echoed throughout organisational learning and knowledge management (KM) literature (e.g. Cook & Brown 1999, Kreiner 1999, Tsoukas & Valdimirou 2001, etc.).

In a business world where change is constant, knowledge becomes an essential asset for any organization. Survival and growth require the development of solutions that will optimize collaboration and knowledge management.\n\nFocussing on this topic we recently produced our first whitepaper. It analyses the benefits associated with the introduction of Enterprise 2.0 solutions, and positions the collaborative management of knowledge as a stable and lasting solution, especially in these times of economic tumult.

Wikis and social software have revolutionized the ways we create and distribute knowledge. The Semantic Web has already begun to transform the ways we maintain, discover and share knowledge across platforms. The KiWi - "Knowledge in a Wiki" - project proposes a new approach to knowledge management that combines the wiki philosophy with the intelligence and methods of the Semantic Web.

"What is knowledge management (KM) like at different levels in a project environment? How is knowledge managed at a personal level? In an individual project? In programmes and portfolios? Across organisations? And how does it all fit together?"

The Information Management Resource Kit (IMARK) is a partnership-based e-learning initiative that aims to enable development practitioners to acquire skills, competences, behaviors and attitudes in knowledge sharing and information management. The main objective of IMARK is to develop the capacities of individuals and support institutions world-wide, in effective knowledge and information management.

This article returns to a theme addressed in Vol. 8(1) October 2002: knowledge management and the problem of managing tacit knowledge. The article is primarily a review and analysis of the literature associated with the management of knowledge.

Short blog article on some of the key factors for success when designing a knowledge management strategy.

"The place to gain insights into the networked knowledge economy and help in creating successful knowledge management and Internet commerce strategies. "

This graphical tool does a nice job of showing the evolution of KM and show trends in knowledge-related work. Good for communicating with people unfamiliar with KM.

Our approach to this toolkit was inspired and has been reinforced by the groundbreaking and highly popular work of Chris Collison and Geoff Parcell in their Learning to Fly series (Collison, C. and G. Parcell (2001) Learning to Fly, Oxford: Capstone). In particular, we have found their Five Competencies Framework very useful in organising and applying tools within knowledge management and organisational learning initiatives. We believe that the approach addresses a fundamental need in knowledge and learning: the need for a conceptual framework such that the different dimensions of such an initiative can be simply communicated and easily understood.

a 1,4 billion "mistake"... still want to put a price on knowledge management??

après le knowledge management, l'ignorance management?

very broad outlook on Knowledge. Nothing much on its management.

Slide 17 presents competency as the step after knowledge. INTERESTING.