Making a journey in knowledge management strategy

John S. Edwards; Paul M. Collier; Duncan A. Shaw

doi:10.1142/S0219649203000036

Making a journey in knowledge management strategy

John S. Edwards, Paul M. Collier, Duncan A. Shaw

Research output: Contribution to journal › Article › peer-review

Abstract

This paper reports results from an ongoing project examining what managers think about knowledge management in the context of their organisation. This was done in a facilitated computerassisted group workshop environment. Here we compare the outcomes of workshops held for two relatively large UK organisations, one public sector and the other private. Our conclusions are that there are relatively few differences between the perceptions of these two groups of managers, and that these differences stem more from the stage of the knowledge management life cycle that the two organisations have reached, rather than from the difference in context between public and private sector. © iKMS & World Scientific Publishing Co.

Original language	English
Pages (from-to)	135-151
Number of pages	17
Journal	Journal of Information and Knowledge Management
Volume	2
Issue number	2
DOIs	https://doi.org/10.1142/S0219649203000036
Publication status	Published - 1 Dec 2003

Bibliographical note

Electronic version of an article published as Journal of Information and Knowledge Management, 2(2), 2003, 135-151. DOI:10.1142/S0219649203000036. © World Scientific Publishing Company. http://www.worldscinet.com/jikm/02/0202/S0219649203000036.html

This paper reports results from an ongoing project examining what managers think about knowledge management in the context of their organisation. This was done in a facilitated computer-assisted group workshop environment. Here we compare the outcomes of workshops held for two relatively large UK organisations, one public sector and the other private. Our conclusions are that there are relatively few differences between the perceptions of these two groups of managers, and that these differences stem more from the stage of the knowledge management life cycle that the two organisations have reached, rather than from the difference in context between public and private sector.

Keywords

facilitation
group decision support
knowledge champion
knowledge management
knowledge management life cycle

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10.1142/S0219649203000036

Making a journey in knowledge management
Electronic version of an article published as Journal of Information and Knowledge Management, 2(2), 2003, 135-151. DOI:10.1142/S0219649203000036. © World Scientific Publishing Company. http://www.worldscinet.com/jikm/02/0202/S0219649203000036.html
Accepted author manuscript, 469 KB

http://www.worldscinet.com/jikm/02/0202/S0219649203000036.html

Cite this

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abstract = "This paper reports results from an ongoing project examining what managers think about knowledge management in the context of their organisation. This was done in a facilitated computerassisted group workshop environment. Here we compare the outcomes of workshops held for two relatively large UK organisations, one public sector and the other private. Our conclusions are that there are relatively few differences between the perceptions of these two groups of managers, and that these differences stem more from the stage of the knowledge management life cycle that the two organisations have reached, rather than from the difference in context between public and private sector. {\textcopyright} iKMS & World Scientific Publishing Co.",

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Making a journey in knowledge management strategy

Abstract

Bibliographical note

Keywords

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