Tacit Knowledge in Organizations
Tacit Knowledge in Organizations
The New Organizational Wealth: Managing and Measuring Knowledge-Based Assets
The New Organizational Wealth: Managing and Measuring Knowledge-Based Assets
Managing the Information Ecology: A Collaborative Approach to Information Technology Management
Managing the Information Ecology: A Collaborative Approach to Information Technology Management
Information Management for the Intelligent Organization
Information Management for the Intelligent Organization
Knowledge Management Foundations: Thinking about Thinking - how People and Organizations Represent, Create, and Use Knowledge
Information Ecology: Mastering the Information and Knowledge Environment
Information Ecology: Mastering the Information and Knowledge Environment
The Social Life of Information
The Social Life of Information
Working Knowledge: How Organizations Manage What They Know
Working Knowledge: How Organizations Manage What They Know
Working with information: information management and culture in a professional services organization
Journal of Information Science
Knowledge Strategy: Its Mitigating Effects on the Organization
International Journal of Strategic Information Technology and Applications
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A major professional concern for people undertaking knowledge management initiatives is interpreting the field for managers and others in their organization. This exploratory research sought to investigate the dynamics of knowledge in organizations: how (if at all) it was perceived, interpreted, utilized, and integrated into the functions, processes, and outputs of the organization. Three organizations with differing functions and outputs were studied: a law firm, an educational institution, and a suburban local council, each being between 100 and 200 employees in size. Semistructured interviews (both individual and small group) were carried out with people at all levels to gather perceptions of the dynamics of knowledge in that organization. It was found that knowledge structures and cultures differed substantially between organizations, and were heavily influenced by the commercial environment and the governing structures. People at all levels had substantial awareness of the nature of knowledge within the organization, and there were a significant number of initiatives targeted at improving the way that knowledge was used. The concept of knowledge itself was quite unproblematic, although it was considerably more complex and nuanced than most definitions allow for. Information services had an important, although not a central role in knowledge dynamics. These findings raise a number of questions about the suitability of much knowledge management theory.