Knowledge Management Comes Quite Naturally to Humans
While there are normally only five ways to organize information — LATCH (Location, Alphabet, Time, Category, or Hierarchy), these five ways have a lot of versatility (Wurman, 2001). For example, a youngster with a toy car collection may sort them by color, make, type, size, type of play, or a dozen other divisions. The youngster can even make up categories as new divisions, play activities, or wants appear. However, a computer is considered "intelligent" if it can sort a collection into one category. Yet, many organizations are placing their bets on computer systems due to the amount of data such systems can hold and the speed at which it can sort and distribute once such categories and data are made known to it.
http://www.nwlink.com/~donclark/performance/dikw.jpg
History
KM efforts have a long history, to include on-the-job discussions, formal apprenticeship, discussion forums, corporate libraries, professional training and mentoring programs. More recently, with increased use of computers in the second half of the 20th century, specific adaptations of technologies such as knowledge bases, expert systems, knowledge repositories, group decision support systems, intranets, and computer-supported cooperative work have been introduced to further enhance such efforts.[1]
In 1999, the term personal knowledge management was introduced which refers to the management of knowledge at the individual level (Wright 2005).
In terms of the enterprise, early collections of case studies recognized the importance of knowledge management dimensions of strategy, process, and measurement (Morey, Maybury & Thuraisingham 2002). Key lessons learned included: people and the cultural norms which influence their behaviors are the most critical resources for successful knowledge creation, dissemination, and application; cognitive, social, and organizational learning processes are essential to the success of a knowledge management strategy; and measurement, benchmarking, and incentives are essential to accelerate the learning process and to drive cultural change. In short, knowledge management programs can yield impressive benefits to individuals and organizations if they are purposeful, concrete, and action-oriented.
More recently with the advent of the Web 2.0, the concept of Knowledge Management has evolved towards a vision more based on people participation and emergence. This line of evolution is termed Enterprise 2.0 (McAfee 2006). However, there is an ongoing debate and discussions (Lakhani & McAfee 2007) as to whether Enterprise 2.0 is just a fad that does not bring anything new or useful or whether it is, indeed, the future of knowledge management (Davenport 2008).
Momentum of Knowledge Management
The last few years have seen a rapidly growing interest in the topic of knowledge management. 'Leveraging Knowledge for Sustainable Advantage' was the title of one of the first conferences (in 1995) that brought knowledge management onto the management agenda. From 1997 a surge of books, magazines and websites have come onto the scene. Today (2003) most large organizations have some form of knowledge management initiative. Many companies have created knowledge teams and appointed CKOs (Chief Knowledge Officers). Knowledge is firmly on the strategic agenda.
Knowledge management systems
A knowledge management system (KMS) is the software framework (toolbox) that is intended to assist, via knowledge processing functions, those who desire to formulate and retrieve knowledge for different applications, such as system design and specification, term bank construction, documentation or ontology design for (multilingual) language processing. The various tools of such a framework should help users to originate and organise ideas or understand and communicate ideas more easily and accurately than can be done with most current tools. A KMS is an integrated multifunctional system that can support all main knowledge management and knowledge processing activities, such as:
Capturing;
Organising;
Classifying and understanding;
Debugging and editing;
Finding and retrieving;
Disseminating, transferring and sharing knowledge.
Current knowledge management systems, in particular those in the field of information retrieval, are
Too narrow in many respects. For example, one application, one type of user, one type of knowledge representation, one type of knowledge operation, etc.;
Too hard to use. For example, specialised knowledge is needed and long training curves are necessary;
Not widely known or available.
One main task of a KMS is to search for specific information. This is mainly done by an information retrieval component which will be central for our evaluation work.
Reference: http://www.issco.unige.ch/en/research/projects/ewg95//node213.html
One main task of a KMS is to search for specific information. This is mainly done by an information retrieval component which will be central for our evaluation work.
http://www.skyrme.com/insights/22km.htm
http://en.wikipedia.org/wiki/Knowledge_management
http://www.nwlink.com/~donclark/knowledge/km.html
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