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Leading Issues in Knowledge Management through relabeling key terms.” (p. 1015). Indeed: the marketplace was then aptly and mysteriously transmuted any given organizational process into a knowledge process in the space of a billing cycle. The field was also clearly divided with ICT-KM on one side and a potpourri of socio-economic thinking on the other. An interesting paper by Subramani, Nerur & Mahapatra (2003) identified 8 schools of thought at the intersection that KM had become at this point, as displayed in this multidimensional scaling map in Figure 3, and my reading of the field indicates that this is conservative:

Figure 3: A multidimensional scaling map of intellectual positions in Knowledge Management, 1990-2002 (from Subramani, Nerur & Mahapatra, 2003) It was into this potpourri that I reached to present the following title to a colloquium some 3 years ago: “KM is a nice idea. Unfortunately, the field hasn’t met expectations.” This unsympathetic pronouncement was the product of frustrations and concerns I had with the academic rigor of the field of Knowledge Management: in my view it was neither posing influential questions, nor inciting serious institutional change, but rather reacting to events in patchwork fashion via an impressive / depressive collage of intellectual traditions. I therefore launched a polemic: “…due its lack of theoretical foundations and disciplinary mechanisms, the “field” of Knowledge Management (KM) now qualifies as a multidisciplivi

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Leading Issues in Knowledge Management Research  

This is a 13 page extract from the book. Knowledge management is one of the most enduring concepts aimed at how to improve management effici...

Leading Issues in Knowledge Management Research  

This is a 13 page extract from the book. Knowledge management is one of the most enduring concepts aimed at how to improve management effici...