Abstract
In recent years knowledge management has emerged as a significant business strategy that has been driven by a diversity of factors. The dominant factor is the move to an information economy that has been facilitated by the convergence of communications and information technology. Organisational response to this changing environment has been to focus on the ability of the organisation to operate globally and to add value to the increasing volumes and diversity of data and information that the organisation handles. In this paper I examines the significant factors that have influenced the established approaches to knowledge management and critically reviews these developments. This overview provides the basis for an alternative approach to knowledge management. The paper proposes task-based knowledge management that focuses on work practices, with their communities of practice, highlighting the role of learning in the production of knowledge. The significance of the proposed approach is the need for the organisation to adopt reflective practice which requires considerable change in the organisational structures, work practices and the social and cultural environment of the organisation.
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Linger, H. (2000). Reinventing the Firm: Organisational Implications of Knowledge Management. In: Abramowicz, W., Orlowska, M.E. (eds) BIS 2000. Springer, London. https://doi.org/10.1007/978-1-4471-0761-3_4
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DOI: https://doi.org/10.1007/978-1-4471-0761-3_4
Publisher Name: Springer, London
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