Knowledge Management ('KM') comprises a range of practices used by organizations to identify, create, represent, distribute and enable adoption of what it knows, and how it knows it. Knowledge Management programs are typically tied to organizational objectives such as improved performance, competitive advantage, innovation, developmental processes, lessons learnt transfer (for example between projects) and the general development of collaborative practices. Knowledge Management is frequently linked and related to what has become known as the learning organisation, lifelong learning and continuous improvement. Knowledge Management may be distinguished from Organisational Learning by a greater focus on the management of knowledge as an asset and the development and cultivation of the channels through which knowledge, information and signal flow.
Knowledge Management may be viewed from each of the following perspectives:
• Techno-centric: A focus on technology, ideally those that enhance knowledge sharing/growth.
• Organisational: How does the organisation need to be designed to facilitate knowledge processes? Which organisations work best with what processes?
• Ecological: Seeing the interaction of people, identity, knowledge and environmental factors as a complex adaptive system.
The emergence of Knowledge Management has also generated new roles and responsibilities in organizations, In recent years, Personal knowledge management (PKM) practice has arisen in which individuals apply KM practice to themselves, their roles and their career development.
Drivers of Knowledge Management
There are a number of claims as to the "drivers", or motivations, leading organizations to undertake a knowledge m ...