Knowledge management

Citation

Harris, P.R. (2005), "Knowledge management", European Business Review, Vol. 17 No. 5. https://doi.org/10.1108/ebr.2005.05417eae.001

Knowledge management

Knowledge management

Introduction to Knowledge ManagementTodd R. Groff and Thomas P. JonesElsevier Butterworth-HeinemmanOxford/Burlington, MAHD30.2.G762003183 pp., SoftcoverWeb site: http://books@elsvier.com/knowledgemanagement

People-Focused Knowledge ManagementKarl WiigElsevier Butterworth-HeinemmanOxford/Burlington, MA2004365 pp., SoftcoverISBN 0-7506-7777-5Web site: http://books@elsvier.com/knowledgemanagement

From Knowledge to IntelligenceHelen N. Rothberg and G. Scott EricksonElsevier Butterworth-HeinemmanOxford/Burlington, MA2005366 pp., SoftcoverISBN 0-7506-7762-7Web site: http://books@elsvier.com/knowledgemanagement

Perspectives on Intellectual CapitalBernard MarrElsevier Butterworth-HeinemmanOxford/Burlington, MA2005235 pp., SoftcoverISBN 0-7506-7799-6Web site: http://books@elsvier.com/knowledgemanagement

Making Sense of Intellectual CapitalDaniel AndriessenElsevier Butterworth-HeinemmanOxford/Burlington, MA2004440 pp., SoftcoverISBN 0-7506-7774-0Web site: http://books@elsvier.com/knowledgemanagement

Addressing the Human Capital Crisis in the Federal GovernmentJay LiebowitzElsevier Butterworth-HeinemmanOxford/Burlington, MA2004223 pp., SoftcoverISBN 0-7506-7713-9Web site: http://books@elsvier.com/knowledgemanagementReview DOI 10.1108/09555340510620366

In global business, the marriage of the field of information technology (IT) and management has given birth to the emerging discipline of knowledge management (KM). Related to this concept, other important terms today are intellectual capital, knowledge worker, knowledge industry, knowledge centre, and knowledge economy.

Together, these are indicators that society is transitioning not only into an Information Age, but also into a knowledge culture. That is something I have discussed in my own new work, “Managing the Knowledge Culture” (2005, www. hrdpress.com), The impact of culture is a factor often overlooked by IT and KM proponents who fail to provide a cultural context for KM. The premier publisher of KM literature is Elsevier Science through its subsidiary, Butterworth-Heinmann. In fact, they regularly issue a catalogue of just their titles to better manage knowledge, information content, and enterprise software, as well as IT, strategy, and people (such as the latest “Essential Tools to Navigate in the Knowledge Economy”, http://books@elsvier.com/knowledgemanagement). Such volumes are not only read increasingly by executives, managers, and consultants, but especially by business students. The next six KM offerings by Elsevier are not only of benefit to EBR readers, but I am reviewing them for my own use in teaching a graduate course on KM.

The Groff and Jones' “Introduction to Knowledge Management” is ideal for beginners, unfamiliar with the KM field. In fact, it is an ideal learning tool for the undergraduate business curriculum, such as the BBA degree studies. The book's 14 chapters integrate KM content, technology, and problem-solving. The contents range from explaining the terminology as used by practitioners, to discussing KM roles and careers. To better manage knowledge workers and their use of IT, there is an analysis of important practices, such a collaboration, systems thinking, and knowledge exchange, in addition to KM strategies, ethics, and metrics. For readers new to this literature, here is their definition of KM: “KM is taken as the tools, techniques, and strategies to retain, analyse, organize, improve, and share business expertise”. Or, simply, how business may better channel data into meaningful information and hopefully, knowledge. The two authors are professionals with IBM's Business Consulting Services.

Karl Wiig's work on “People-Foucsed Knowledge Management” is concerned about achieving corporate success through more effective decision making, This is a more sophisticated text useful with both top management and human resource directors, as well as MBS/DBA scholars. A thoughtful analysis of dynamic knowledge strategy and practice, as well as cognitive research, is contained here within the framework of the knowledge enterprise and economy. The well written eight chapters centre on human capital, and the role of people within IT and KM effective endeavours Helpful illustrations and models are presented, along with three useful appendices on KM analytical approaches, practices and initiatives, plus knowledge categorization as it relates to memory. The author is CEO of the Knowledge Research, Inc., and co-founder of the International Knowledge Management Network.

Rothberg and Erickson's “From Knowledge to Intelligence” seeks to create competitive advantage for the organization in the next economy. In 12 chapters, they provide a framework for converting knowledge to intelligence and leveraging that for success in the global marketplace. This volume is a real contribution to the evolution of knowledge leadership by linking KM to intellectual capital and competive intelligence. The concluding chapter is a meaningful contribution by Jeanne Gavin of Marist College on the ethics of intelligence. The work has an extensive bibliography by two PhD authors who are both KM consultants and professors in strategic management and marketing.

Bernard Marr edits “Perspectives on Human Capital”, a mind-stretching book by 22 prominent experts, in addition to himself as co-author of six chapters. This writing team produces multidisciplinary insights into management, measurement, and reporting. Their premise is that business employs knowledge by generating and processing information. By organizational decisions, behaviour, and experience, its personnel learn, create and use know-how. Knowledge and intellectual capital (IC) are creators of value and wealth in the economy. Knowledge is now the primary resource, while property, labour, and capital are secondary. Thus, this slim volume astutely analyses intellectual capital from a variety of management perspective – economic, strategic, accounting, finance, reporting, marketing, human resources, information systems, legal, and intellectual property. The second part provides interdisciplinary views on the subject in terms of interfirm activities and public policy, as well as implications and epistomology. Editor Marr of Cranfield School of Management offers a closing IC summary and overview of the varied leading-edge contributions. After a decade in which KM came to the forefront of management thinking, it now appears that the next step in strategic thinking is utilization of intellectual capital at multilevels for greater organizational effectiveness.

In “Making Sense of Intellectual Capital”, Daniel Andriessen designs a method for valuation of intangible assets. The author, an IC professor at INHOLLAND University, pursues through theory and corporate stories how intangible resources create value in modern business. More specifically, he offer useful management approaches and tools to gain competitive advantage in valuing intellectual resources. His six well-researched chapter presentations are supplemented by two practical appendices of “how to” IC aids, in addition to a helpful glossary of terms. Andriessen's observations here deserve careful consideration by key management – after all, he co-founded KPMG's Knowledge Advisory Services group, but presently directs the Centre of Applied Research on Intellectual Capital at his university in The Netherlands.

Our final volume for review is devoted to the public sector, especially at the national level in the United States. “Addressing the Human Capital Crisis in the Federal Government” by Jay Liebowitz is written from a KM perspective. A professor of IT at Johns Hopkins University, the author believes an organization's accumulated value is found in the intellect, knowledge, and experience of its workforce. The crises he addresses is that 50 per cent of Federal employees will be eligible to retire by 2010, and 71 per cent of these are senior executives. In ten chapters, Dr Liebowitz not only covers the topic of human capital (HC) and its crises within the Federal bureaucracy, but he offers solutions for coping with the challenges. Whether one is in public service or private business, this specialized volume does share general insights of use to all management. For example, his four pillars that should underpin HC strategy link together these important concepts of competency management, performance management, KM, and change management. Liebowitz's conclusions deal with HC strategic partnerships and management. However, the case study on KM brings together the book's main themes within a practical context.

Philip R. HarrisManagement Psychologist and Consultant, La Jolla, California, USA