Knowledge Management Systems For More Democratic Organizations

1827 Words8 Pages
Knowledge can be viewed and approached in different ways. Personal, social, artefact, framework are some of the approaches of knowledge management. In today’s world the ability to manage knowledge is very crucial, more so in organisations where proper knowledge management can lead to growth and profits (King, 2009). The case study chosen is “Wiki- Based Knowledge Management Systems For More Democratic Organizations” by Charmaine C. Peaff and Helen Hasan The objective of this report is to make a comparison between two different approaches of knowledge management. The comparison will be talked about after applying the two approaches in the case study. This case study analyses the results of applying a new technology- Wiki based KMS on 6…show more content…
It is here that the role of practitioners (people using knowledge in their activities) is important since they are the ones who can best manage the knowledge. These practitioners who are driven by common passion for something (for example- a new technology) interact regularly to share knowledge with each other (Wegner, 2004). This point is further highlighted by Wasko & Faraj who suggests that Communities of practice comprises of a tightly knit group who communicate with each other to solve a particular problem (Wasko & Faraj, 2005). 3) How KM approach (Social) is applied to chosen case study The aim of this paper, with the help of a case study approach is to examine how well the six organisations under study adopt new Wiki based Knowledge Management System (KMS) to use for knowledge management. A comparison is done on how each organisation reacted to the implementation of this new technology. Finally the authors identify the challenges faced by different organisations and suggest some ways of overcoming them. As defines in the report Wiki based KMS are knowledge repositories where users can add documents, retrieve the desired one and also make modification to existing ones. The organisational culture and social issues are critical factors which contribute to the success/failure of the KMS. The author examines six different organisations from public and private sectors from Australia and UK over a
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