Key Issues in the New Knowledge Management

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Routledge, 2003 - Business & Economics - 350 pages
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In 'Key Issues in the New Knowledge Management,' Firestone and McElroy, the architects of the New Knowledge Management (TNKM) provide an in-depth analysis of the most important issues in the field of Knowledge Management.

The issues the book addresses are central in the field today:
* The Knowledge Wars, or the issue of "how you define knowledge determines how you manage it"
* The nature of knowledge processing
* Information management or knowledge management?
* Three views on the evolution of knowledge management
* The role of knowledge claim evaluation in knowledge processing, or the difference between opinion, judgements, information, data, and real knowledge in knowledge management systems
* Is culture a barrier in knowledge management?
* The Open Enterprise and accelerated sustainable innovation
* Portals
* How should one evaluate KM software?
* Intellectual Capital
* Measuring the impact of KM initiatives on the organization and the bottom line
* KM and terrorism

* The first book to address head-on the central issues in Knowledge Management
* Moves the discussion of knowledge management into the hot area of innovation
* Charts the next generation of knowledge management thinking by the President of KMCI: the leading KM organization

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Chapter 1 The Knowledge Conundrum
Chapter 2 Origin of the Knowledge Life Cycle
Chapter 3 Information Management and Knowledge Management
Chapter 4 Generations of Knowledge Management
The Forgotten Factor in Knowledge Production
Appendix to Chapter 5 Two Formal Approaches to Measuring Truthlikeness
Chapter 6 Applications of the Knowledge Life Cycle KLC Framework
Chapter 7 Knowledge Management as Best Practices SystemsWheres the Context?
Knowledge Management or Strategy?
Chapter 9 Knowledge Management and Culture
Chapter 10 A Note on Intellectual Capital
Chapter 11 Conclusion
Glossary of Acronyms
About the Authors

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About the author (2003)

Member of the Board of Directors and the Executive Committee of the Knowledge Management Consortium International (KMCI); Director of the Knowledge and Innovation Management Certification Program (CKIM); Director, KMCI Research Center; Editor-in-Chief, 'Knowledge and Innovation: Journal of the KMCI'; KMCI Secretary/Governing Council KMCI Institute.

Mark W. McElroy is president of the Knowledge Management Consortium International (KMCI), the largest professional association of KM practitioners in the world. He is a thought leader, consultant, and award-winning author in the fields of knowledge management, organizational learning, intellectual capital, and innovation. He is a twenty-five year veteran of management consulting, including time spent at Price Waterhouse and KPMG Peat Marwick. While at KPMG, he served as U.S. National Partner-In-Charge of the Enterprise Networks practice. Mr. McElroy's career in knowledge management also includes time spent as a Principal in IBM's Knowledge Management practice in Cambridge, MA.At present, Mr. McElroy is managing a small boutique called Macroinnovation Associates, LLC, created as a platform for the development of his latest work. MacroinnovationSM is an executable business model for organizational learning and innovation developed independently by Mr. McElroy and a colleague of his from academia. The Macroinnovation method (aka, the 'policy synchronization method') currently holds patent-pending status in the U.S. See for further details.

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