KNOWLEDGE MANAGEMENT:
philosophy, processes, and pitfalls
EXTRACTED FROM
Soo, Devinney, Midgley, Deering (2002)
CALIFORNIA MANAGEMENT REVIEW, 44
(4)
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COMPONENTS OF KNOWLEDGE MANAGEMENT
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KNOWLEDGE TRAPS
AT MANAGERIAL LEVEL
• BUSINESS OPERATION PHILOSOPHY : tak
dapat langsung dikaitkan dengan busisness
model
• INTANGIBLE : tak disertai dg ukuran2
sebagaimana pada TQM
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LESSONS LEARNT
1.
Formal databases must be treated as strategic tools rather than mere
storage facilities
2.
Managing formal database sustem per se does not equate to knowledge
management,
3.
Informal networking is an important source of knowledge; but overreliance on it can be detrimental
4.
To ensure that informal networking is less susceptible to randomness, it
should be made more structured
5.
Senior management may not know the true state of their firm’s
knowledge system
6.
Unless carefully managed, knowledge is a dark power
7.
Creativity in problem solving is the main driver of new knosledge
creation and innovation, but it needs to be supported by appropriate
mechanism.
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CONCLUSSION
KNOWLEDGE MANAGEMENT CAN BE
MEASURED THROUGH INNOVATIVE OUTPUTS
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