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Vistas in Knowledge Management Strategy

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Definition of the New Knowledge Management


Firestone and McElroy's Excerpt from The Open Enterprise: A KMCI Online Press Publication
Firestone and McElroy's Key Issues in the New Knowledge Management: A KMCI Press Book
Firestone's Enterprise Information Portals and Knowledge Management: A KMCI Press Book

The Open Enterprise

Key Issues in
The New KM

Enterprise Information
Portals and KM

Knowledge Leadership

The New KM

McElroy's The New Knowledge Management: A KMCI Press Book
Welcome to the Home of the New Knowledge Management

Organizational Survival
in the New World

Bennet and Bennet's Organizational Survival in the New World: A KMCI Press Book

Next CKIM Knowledge Management Workshop

CKIM Knowledge Management Training Workshops
Knowledge Management Consortium International Logo

What KM Is Not!

Cavaleri's Knowledge Leadership: A KMCI Press Book

KMCI Principal Edits A Special Issue of The Learning Organization Journal

KMCI CEO Joseph M. Firestone, Ph.D. and former CEO Mark W. McElroy have edited a special issue of The Learning Organization Journal. The issue (vol. 12, no. 2) entitled "Has Knowledge Management Been Done" appeared in April 2005. In addition to contributions from Firestone and McElroy the issue also contains contributions by:

Structured Abstract

Doing Knowledge Management
Joseph M. Firestone and Mark W. McElroy
The Learning Organization
Vol. 12 No. 2, 2005

General review

Knowledge Management (KM) as a field has been characterized by great confusion about its conceptual foundations and scope, much to the detriment of assessments of its impact and track record. The purpose of this paper is to contribute toward defining the scope of KM and ending the confusion, by presenting a conceptual framework and set of criteria for evaluating whether claimed KM interventions are bona fide instances of it or are interventions of another sort. 

Methods used include conceptual evaluation and critique of a variety of types of "KM interventions" and presentation of a detailed analysis of an unambiguous case (The Partners HealthCare case) where KM has been successful. 

The critical analysis indicates that (a) the use of tools and methods associated with KM does not imply that interventions using them are KM interventions, and (b) most "KM projects" are probably interventions of other types. The analysis also illustrates a pattern of intervention that can serve as the basis of a long-term systematic strategy for implementing KM.

This is the first detailed examination of whether KM is really being done by those who claim to be doing it. It should be of value to all of those who think about the scope of Organizational Learning and KM, and who care about unbiased assessments of its performance.