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The New Knowledge Management
'The New Knowledge Management' is the story of the birth of "second-generation knowledge management," told from the perspective of one its chief architects, Mark W. McElroy. Unlike its first-generation cousin, second-generation Knowledge Management seeks to enhance knowledge production, not just knowledge sharing. As a result, 'The New Knowledge Management' expands the overall reach of knowledge management to include "innovation management" for the very first time.
'The New Knowledge Management' introduces the concept of "second-generation knowledge management" to the business community. Mark W. McElroy has assembled a collection of his own essays, written over the past four years, chronicling the development of related thinking in the field.
Unlike first-generation KM, mainly focusing on value derived from knowledge sharing, second-generation thinking formally adds knowledge making to the scope of KM. In this way second-generation KM expands the overall reach of KM to include "innovation management" for the very first time. 'The New Knowledge Management' finally begins to bridge the gap between KM and the field of organizational learning, which up until now have been viewed as miles apart.
'The New Knowledge Management' introduces the concept of "second-generation knowledge management" to the business community. Mark W. McElroy has assembled a collection of his own essays, written over the past four years, chronicling the development of related thinking in the field.
Unlike first-generation KM, mainly focusing on value derived from knowledge sharing, second-generation thinking formally adds knowledge making to the scope of KM. In this way second-generation KM expands the overall reach of KM to include "innovation management" for the very first time. 'The New Knowledge Management' finally begins to bridge the gap between KM and the field of organizational learning, which up until now have been viewed as miles apart.
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First published October 10, 2002
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November 12, 2012
The New Knowledge Management is old (9-years old if I remember the copyright date correctly). So the main premise of the book may not seem novel to me because I've read newer books and articles covering the same basic theme. McElroy fills in the basic theory with linkages to other "hot" managerial topics (at least hot back then)--organizational learning, etc. I'm not implying that those theories aren't used in a way that could be useful to KM, just that the jargon gets tiring. So, his main point is that we've moved (or had moved) from "Supply Side" KM (capture and distribute what we already have) to "Demand Side" KM (focus on innovation and knowledge-making). This doesn't leave aside "Supply Side" just demotes it.
He has some interesting things to say. I thought what he wrote about policies and programs was a good model of how management must think about implementing a KM program. And I found novel (and notable) his belief that KM strategy should "transcend" business strategy and be "a backdrop to the entire operations of the firm." If--in his version of KM--knowledge processing shapes business processing, then executives' decision making must be shaped by it as well (i.e. they shouldn't "shape" the KM unless they are KM executives).
He has some interesting things to say. I thought what he wrote about policies and programs was a good model of how management must think about implementing a KM program. And I found novel (and notable) his belief that KM strategy should "transcend" business strategy and be "a backdrop to the entire operations of the firm." If--in his version of KM--knowledge processing shapes business processing, then executives' decision making must be shaped by it as well (i.e. they shouldn't "shape" the KM unless they are KM executives).
Displaying 1 of 1 review