Knowledge management and the limits of

The Definition of Event Management Event management is the process by which an event is planned, prepared, and produced.

Knowledge management and the limits of

Discussions of KM have been dominated by prescriptive and managerialist approaches that ignore organisational politics and the impact of KM on the labour process. We place these issues at Knowledge management and the limits of centre of our account of KM.

The critical weaknesses of the KM projects were: Passive resistance was sufficient to limit the impact of KM in practice. Second, the technical development of KM systems was not matched by the formation of consistent, centralised measures of social processes.

The debate surrounding Knowledge Management KM is dominated by uncritical prescription and critical abstraction. The aim here is to critically analyse the instal- lation of three parallel KM systems in a global pharmaceutical corporation, World- Drug. However, KM cannot simply be dismissed as a passing fad.

Inevitably, KM will prove to be ephem- eral but the underlying objective of harnessing employee knowledge and creativity will remain of critical importance.

For almost 20 years corporate management has pursued a range of techniques aimed at increasing the reflexivity of labour processes: Yet there was a fundamental difference between the two periods. QWL aimed at pacifying the shop- floor during a long period of militancy; developments from the early s have been driven almost exclusively by issues of competitiveness.

Developing reflexive labour processes—the ability of individuals and work- groups to routinely assess and alter work organisation—has become the common- sense of contemporary management. Teamworking focused on the workgroup, the aim of KM was to diffuse small-scale innovations across the entire organisation immediately.

In this sense, KM raised important governance issues: The audacity of KM is breathtaking. To appropriate and codify not just the specificities of individual experience but also the reflexive medi- tation of workgroups on their collective activities and perceptions.

KM accepts that this reflexivity is inevitable and cannot be fully appropriated by Taylorism or utilised by teamworking.

This is the radical illusion of empowerment and teamworking. The objective of Taylorism was to extract the tacit knowledge hidden in the routine of the labour process and convert it into a codified knowledge monopolised by manage- ment.

Bureaucratic control distorted workplace reflexivity, pushed it underground, while teamworking limited the scope of innovations in working practices to specific contexts.

KM accepts the inevitability of this netherworld of tiny innovations, exten- sions, and subversions of the formal and appreciates that, far from being damaging, they made Taylorised workflows viable. KM acknowledges—even celebrates—the innovative potential of the prosaic. Such mana- gerial projects implicitly recognise that there is an unknown universe that lies beneath formal administrative routine.

Even more significantly, this recognition implicitly speaks of a vaulting managerial confidence: This article is based on a longitudinal study of organisational and technological innovation in WorldDrug, an American-owned, global pharmaceutical company. A number of methodologies have been used.

First, over 80 semi-structured interviews with man- agers and their project teams, IT system designers, and corporate planners.

Knowledge management and the limits of

The key themes investigated were the rationales of the designers of KM systems, and the challenge KM posed for established professional, workgroup and organisational identities. Second, non-participant observation in different types of team meetings, and international executive project and budget review sessions.

Specifically, two pro- ject planners and two drug development team leaders were tracked over three months. The study focused particularly on two project teams at different stages in the drug devel- opment process. Third, a survey of the impact of organisational and technological change on technical and managerial staff.

The survey of the clinical research area covered a range of professions and used closed questions and Likert-scaled responses. Finally, access to the relevant intranet sites and electronic chat rooms. There were no methodological innovations in the creation of electronic data. The limits of knowledge management 77 we simply interrogated existing repositories of electronic exchanges.Download Citation on ResearchGate | Knowledge management and the limits of knowledge codification | Purpose – The idea that knowledge needs to be codified is central to many claims that knowledge can be managed.

However, there appear to be no empirical studies in the knowledge management context that examine the process of . Purpose – The idea that knowledge needs to be codified is central to many claims that knowledge can be managed.

However, there appear to be no empirical studies in the knowledge management context that examine the process of knowledge codification. CIBSE Knowledge Portal - search, view and buy CIBSE publications in PDF and hard copy, plus other building services publications and link to British standards.

The limits of knowledge management The limits of knowledge management McKinlay, Alan This paper traces the impact of three knowledge management (KM) projects inside a global pharmaceuticals firm. The first was a conventional debriefing exercise; the second a major investment in an electronic repository, ‘Warehouse’; and the third, ‘Café’, an attempt to use web technology to .

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Knowledge management and the limits of

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