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KMCI CEO and CKIM Workshop Instructors win Outstanding Paper of the Year Award
April 26, 2006. Alexandria, VA -- KMCI Managing Director and CEO Joseph M. Firestone, Ph.D.
today announced that "Doing Knowledge Management" an article co-authored by
Dr. Firestone and Mark W,McElroy, co-instructor (with Dr. Firestone) of KMCI's
CKIM Workshop, has been
selected by Emerald publications as the outstanding article published in The
Learning Organization Journal during the year 2005.
The article was part of a special issue of TLO on the theme "Has Knowledge Management Been Done," also edited by Firestone and McElroy. "Doing Knowledge Management" is one of the "tangible takeaways" offered in t of the CKIM workshop. It provides a summary of many of the KMCI conceptual frameworks and also the Partners Healthcare Case Study, both important features of CKIM.
Commenting on the award, Joe Firestone said: "Mark McElroy and I are honored by Emerald's selection of our article as the outstanding article of the year 2005 published in The Learning Organization, especially so since the year 2005 was one in which many high quality articles appeared in the Journal including several excellent articles in the very same issue in which ours appeared."
The structured abstract of the article follows.
Title: Doing knowledge management
Author(s): Joseph M. Firestone, Mark W. McElroy
Journal: The Learning Organization
Year: Apr 2005
Page: 189 - 212
Publisher: Emerald Group Publishing Limited
Abstract: Purpose – 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.
Design/methodology/approach – 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.
Findings – The critical analysis indicates that the use of tools and methods associated with KM does not imply that interventions using them are KM interventions, and 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.
Originality/value – 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 those who think about the scope of organizational learning and KM, and who care about unbiased assessments of its performance.
Keywords: Knowledge management, Problem solving, Quality control, Strategic management
Article Type: General review
Article URL: http://www.emeraldinsight.com/10.1108/09696470510583557