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From Information Management To Knowledge Management

This document summarizes an article about shifting from information management to knowledge management systems that are more dynamic and contextual. The author argues that current knowledge management systems are too rigid and rational, and do not account for rapid change. Instead of focusing only on consensus and prediction, knowledge management should anticipate surprises. Humans play a key role by making meaning from information in divergent ways. An effective system requires synergy between human innovation/creativity and information technologies.

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62 views1 page

From Information Management To Knowledge Management

This document summarizes an article about shifting from information management to knowledge management systems that are more dynamic and contextual. The author argues that current knowledge management systems are too rigid and rational, and do not account for rapid change. Instead of focusing only on consensus and prediction, knowledge management should anticipate surprises. Humans play a key role by making meaning from information in divergent ways. An effective system requires synergy between human innovation/creativity and information technologies.

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lazoroljic
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© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
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From Information Management to Knowledge Management:Beyond the 'Hi-Tech

Hidebound' Systems
[Link]

Malhotra, Yogesh (2000). From Information Management to Knowledge Management: Beyond


the 'Hi-TechHidebound' Systems.  In K. Srikantaiah & M.E.D. Koenig (Eds.), Knowledge
Management for theInformation Professional.  Medford, N.J.: Information Today Inc. , 37-61.[Dr.
Yogesh Malhotra is the founder and chief knowledge architect of @[Link] portals and
networks.]AbstractMost  extant  knowledge  management  systems  are  constrained  by  their
overly  rational,  static  andacontextual  view  of  knowledge.  Effectiveness  of  such  systems  is
constrained  by  the  rapid  anddiscontinuous change that characterizes new organizational
environments. The prevailing knowledgemanagement paradigm limits itself by its emphasis on
convergence and consensus-oriented processingof   information.   Strategy   experts   have
underscored   that   the   focus   of   organizational   knowledgemanagement should shift from
‘prediction of future’ [that cannot be computed] to ‘anticipation ofsurprise.’ Such systems may be
enabled by leveraging the divergent interpretations of information basedupon the meaning-making
capability of human beings. By underscoring the need for synergy betweeninnovation and
creativity of humans and the advanced capabilities of new information technologies, thisarticle
advances current thinking about knowledge management.  "To conceive of knowledge as a
collection of information seems to rob the concept of all of its life... Knowledgeresides in the user and
not in the collection. It is how the user reacts to a collection of information that matters."   --
Churchman (1971, p. 10).IntroductionThe current conceptualization of information technology
(IT) enabled knowledge managementsuffers from the fallibility in imposing the traditional
information-processing model on the strategicneeds   of   contemporary   organizations.   The
traditional  knowledge  management  model  emphasizesconvergence and compliance to achieve
pre-specified organizational goals. The knowledge managementsystems were modeled on the
same paradigm to ensure adherence to organizational routines built intoinformation technology.
Optimization-based routinization of organizational goals with the objective ofrealizing greater
efficiencies was suitable for an era marked by a relatively stable and predictableenvironment.
However, this model is increasingly inadequate for an era characterized by increasing pace
ofdiscontinuous environmental change (Arthur, 1996, Nadler et al., 1995). The new era requires
continualreassessment   of   routines   embedded   in   organizational   decision-making   processes
to   ensure   that

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