Socio-technical knowledge management and epistemological paradigms: Theoretical connections at the individual and organisational level (original) (raw)
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The paper considers the proposition that recognising the mental model that is held of knowledge by the individuals of an organisation may help us to understand whether or not knowledge building potential can be effectively developed. It is argued that the potential for effective knowledge utilisation will be dependent upon the epistemological perspective held by organisational members. Processual and structural perspectives of knowledge are described and utilised here to discuss two identifiable mental models that exist in organisations. The notion that a perspective of knowledge will affect its management is not new, but the idea that organisations need to actively identify the epistemological foundations they are working with and may need to change them, is.
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This paper examined six philosophical paradigms, namely positivism, interpretivism, post-positivism, pragmatism, post modernism and critical realism. The paradigms serve as the bases for knowledge management research and practice. Basing on a critical review of literature and drawing from tacit insights, the paper reveals that positivist managers and researchers tend to focus on explicit knowledge while paying little attention to tacit knowledge. In the same vein, interpretivists focus on tacit knowledge while ignoring explicit knowledge. Even when the post-positivist ontology provides useful insights, many managers and researchers may lack adequate skills to apply such insights in theory and practice. Pragmatism focuses on actions that possess instrumental value, yet there is a tendency to focus on personal value rather than organisational value. Postmodernism highlights the central nature of power structures and power struggle all of which tend to affect knowledge management pract...
Why organisations should consider how they conceive knowledge
The paper considers the proposition that recognising the mental model that is held of knowledge by the individuals of an organisation may help us to understand whether or not knowledge building potential can be effectively developed. It is argued that the potential for effective knowledge utilisation will be dependent upon the epistemological perspective held by organisational members. Processual and structural perspectives of knowledge are described and utilised here to discuss two identifiable mental models that exist in organisations. The notion that a perspective of knowledge will affect its management is not new, but the idea that organisations need to actively identify the epistemological foundations they are working with and may need to change them, is.
Knowledge Management: A Social Perspective
Knowledge Management is interpreted through a social perspective, both in terms of the development of the concept, and in its major components. This perspective is demonstrated as an effective means of interpreting the confusion that surrounds the topic, and of exploring questions about its character, its genesis, the nature of its literature and its future development. There are also important social perspectives in the key issues of the subject itself, involving the concept of knowledge, the human and social dimensions, the role of technology, measurement, top management and the professions involved. Adaptation of the principles to other organisational and social contexts also needs consideration. Finally, the various social disciplines, in particular Information Sciences, have much to offer the field of Knowledge Management.
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This paper proposes a preliminary classification of knowledge organization research, divided amongepistemology, theory, and methodology plus three spheres of research: design, study, and critique. Thiswork is situated in a metatheoretical framework, drawn from sociological thought. Example works are presented along with preliminary classification. The classification is then briefly described as a comparisontool which can be used to demonstrate overlap and divergence in cognate discourses of knowledgeorganization (such as ontology engineering).
KNOWLEDGE MANAGEMENT PROCESS: A SOCIO-TECHNICAL APPROACH—(RESEARCH IN PROGRESS
Knowledge management and intellectual capital have become one of the most valuable resources for organizations today. An organization's competitive advantage depends upon how well an organization acquires, manages and leverages their intellectual capital and knowledge management to stay ahead of what their competitors are doing; knowing and delivering what their consumers want and/or educating them on what they may need; and attracting, motivating and retaining their human talent to create and sustain a high performance organization. We became interested in learning more about what organizations are doing and could be doing better to establish and implement an effective knowledge management process in today's highly competitive, complex and changing environment. Organizations today have numerous technological tools to establish a knowledge management process but to have an effective knowledge management process; an organization may also need a socio (OD) intervention(s). A socio-technical approach may be necessary for an effective knowledge management process. We feel this research is important for organizational leaders, academia, and consultants to understand and learn what is knowledge management, why is a knowledge management process important, and why a socio-technical approach may be necessary if an organization wants to create an effective knowledge management process. We have reviewed differing socio-technical approaches from our early research along with technological tools that are available for organizations to use for their knowledge management process. Our research will use a mixed methodology approach of meta-analysis, and a qualitative approach using interviews and surveys.
Knowledge Management Epistemologies, Methodologies, and Techniques
2017
Knowledge Management (KM) is the process through which organizations generate value from their intellectual and knowledge-based assets. As part of a doctorate study in the area of KM it was necessary to examine a number of epistemologies, research methods and techniques and identify from these the ones most appropriate to use in a Knowledge Management doctorate. Thus, a survey was conducted amongst a number of published papers in the area of KM to establish research practices. The results of this survey are presented and discussed herewith in lieu with research methods’ theoretical concepts.