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Knowledge management: strategic change capacity or the attempted routinization of professionals?
Author(s) -
KoracKakabadse Nada,
Kouzmin Alexander,
Kakabadse Andrew
Publication year - 2002
Publication title -
strategic change
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.527
H-Index - 16
eISSN - 1099-1697
pISSN - 1086-1718
DOI - 10.1002/jsc.576
Subject(s) - competitive advantage , tacit knowledge , praxis , value (mathematics) , knowledge management , audit , knowledge transfer , organizational learning , business , explicit knowledge , computer science , marketing , political science , accounting , machine learning , law
Whilst Knowledge Management (KM) is held to be cutting edge in leveraging competitive advantage in a putatively growing knowledge economy, substantively it is not a new leadership responsibility. Much about KM pertains to current, technologically driven attempts to capture, store and retrieve highly explicit and routine repertoires of organizational value adding. Little is said about the more difficult organizational processes of learning and managing the transfer of such learning. This paper audits such learning and transfer issues in light of long‐known problems of capturing ‘tacit’ knowledge. It codifies and summarizes past attempts at KM and presents a less sanguine view as to current capacities in KM praxis, let alone expropriating professionalized skill bases. Copyright © 2002 John Wiley & Sons, Ltd.