Research and practice trends in knowledge management

Question

Annotated Bibliography in Knowledge Management

1. Details of Assessment

Annotated Bibliography Exercise

The bibliography should be drawn from scholarly publications in the knowledge management area. The student is expected to identify a single topic area for KM and then source five articles for analysis. Each reference should be annotated with:

• The purpose of the research
• The analysis, findings, and interpretation
• The significance of the findings for KM
• Any shortcomings or weaknesses you may have identified

A summary paragraph or two of common themes and key authors on the topic should be included.

Students should aim to limit their annotations to less than 1 page per reference.

Assessment will be based on:
• The comprehensiveness and clarity with which the annotations are written
• The quality of the synthesis of major themes.

A Suggested Assignment Process

1. Identify a KM topic area that you intend to explore

2. Log in to the Newcastle Library electronic journals access area

3. Search for references in your selected topic area

4. Download two that are closest to the topic that you are interested in

5. Review them using the guideline

6. Go back to the online journals and look for 3 references that were key cited articles in the initial papers that you downloaded

7. Review these new articles

8. Start writing your annotated bibliography for the 5 selected articles


A Suggested Format

1. Write your selected topic area at the top of the page

2. Identify the article using the Harvard referencing style

3. Identify the key arguments the author is making

4. Identify the evidence the author uses to support the arguments e.g. theoretical arguments used, empirical research conducted

5. Identify any perceived weaknesses in the arguments

6. Identify any particular methodology that the author has used in conducting the research

7. Identify the key cited references (usually the ones the author has used to support the key arguments) – typically say between 3 and 10. Report using Harvard referencing style.

8. Identify succinctly a statement of the relevance of this article to your overall topic

9. Aim to write about a page per reference


Very Important this information below, please read it ??????

Criteria Weight 100% 0 – 40 40-60 60-80 80-100
Key Argument 25 Simplistic description of argument Adequate description of main theme Theme is presented with additional student comment Arguments have been concisely presented in student’s own words
Evidence and argument 25 Simplistic or little description Adequate description paraphrased from text Arguments and evidence clearly synthesized Argument synthesized and re-presented in the students own words
Perceived weaknesses 15 Little evidence of analysis. Peripheral judgments Adequate coverage, minimal depth Some reasonable weaknesses identified Weakness argued well with evidential support
Methodology 10 Shallow description Adequate description of method Mehthod well synthesized and presented Method well synthesized along with some level of critique
Statement of relevance 10 Shallow connection Adequate connection to the topic Clear links to the topic of interests with some discussion Linkage to the topic with additional arguments as to why
Referencing 5 Sloppy referencing, inconsistent formats Adequate, though still some inconsistency Only small errors noted Error-free
Summary 10 Shallow synthesis Adequate summary only Summary with some commentary Strong and concise summary with strong commentary in the students own words

Answer

Student’s Name:

Name of Course:

Institutional Affiliation:

Date Submitted:

Knowledge management is a process that involves developing, storing, retrieving and disseminating information and expertise in an organization in order to support as well as improve business performance.  This annotated bibliography analyzes the issues of research and practice trends in knowledge management, which have been highlighted in different studies.

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Patton, M, 2001, Evaluation, Knowledge Management, Best Practices, and High-Quality Lessons Learned, American Journal of Evaluation, Vol. 22, No. 6, p. 329.

The purpose of the research was to determine the best knowledge management practices and the high-quality lessons that have been learned in efforts to come up with these practices. The study evaluates the different meanings derived in efforts to come up with a standard procedure for knowledge management

            The researcher found out that the high-quality lessons learned are a representation of principles extrapolated from many different sources and then independently triangulated in order to increase transferability. The evaluation profession was found to face many challenges, one of them being to maintain some degree of rigor to all the popular notions of ‘best practices’ and ‘lessons learned’.

            The findings of this research imply that the usage of different knowledge management terminology ought to be monitored through platforms such as journals, and conferences. Secondly, there is a need for dialogue on different ways of bringing rigor to emerging popular concepts. Thirdly, there is a need for identification and holding up of emulation exemplars relating to all the high-quality lessons learned. The fourth implication is on the need to pay attention to the different ways in which the knowledge management discipline is affected by the move from being a primary reservoir for evaluation methods, to become a reservoir for knowledge relating to patterns of effectiveness in knowledge programs.

Pan, S, 1999, ‘Knowledge Management in Practice: An Exploratory Case Study’ Technology Analysis & Strategic Management, Vol. 11, No. 3, pp. 359 – 374.

This research was aimed at empirically investigating the processes of knowledge sharing from the perspective of an international organization, known as Buckman Laboratories. The socio-technical perspective was used in the process of tracing the interaction between various knowledge management practices and organizational context.

            The paper proposes that a socio-technical theoretical perspective that is relevant to knowledge management in organizational settings should be used. The paper’s main finding is that elements of leadership and management always play a critical role in the establishment of a multi-level context in which knowledge management practices are assimilated effectively.

Ross, A, (2001) ‘Knowledge Management in Research and Development’, Research-Technology Management, Vol. 44, No. 4, pp. 28-48.

In this research paper, knowledge management is studied from the viewpoint of R&D (research and development) organizations. Precisely, the knowledge management practices of 19 companies were studied. The role of R&D’s innovation charter was surveyed with regard to the demands of various functions in the R&D organizations, specifically the issue of open access to extensive tacit knowledge. The tacit extensive knowledge was described as that form of knowledge that is found ‘in and between minds.

            This research paper identifies a company’s structure and culture as the critical factors that enable the flow of knowledge, with issues of choice of IT tools being of secondary importance. The paper identifies six initiatives that are currently being used by leading companies. These initiatives include the installation of goals and strategies, creating access to tacit knowledge, provision of search tools, promoting creativity, capturing new learning, and building a supportive culture. The last initiative is considered the most crucial initiative, that involving a change of culture. Unfortunately, it is noted, this has to take a lot of time and it has to involve the entire business. For this reason, there is a need for a sustained commitment to the program to be maintained.

In this study, whose researcher was a representative of the Industrial Research Institute, it was noted that although many of the assumptions that underlie knowledge management are not new, formal studies, as well as the application of knowledge management in R&D organizations, remains a relatively young discipline. It is on the basis of these views that three goals of the study were conceived. The first goal was to identify a knowledge flow model for use in R&D processes. The second one was to highlight different unique aspects of knowledge management, particularly those that are important to R&D processes. The third goal was to catalog ‘better practices’ for use by R&D managers in facilitating the creation and flow of knowledge.

This research paper has implications for many areas of R&D. With regard to the flow of knowledge, the emphasis is put on the need for knowledge management opportunities that exist in R&D to be fully exploited. Moreover, attention has put the need to make the best use of enablers of infrastructure, culture and information technology.

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Wilson, T, 2002, ‘The nonsense of ‘knowledge management’, Information Research, Vol. 8 No. 1, pp. 16-28.

This paper is a critical analysis of the basis and origins of the concept of knowledge management, its various components and the development processes it has gone through as a consultancy practice. The problems encountered in distinguishing between ‘knowledge’ and ‘information’ are also analyzed, as well as the concept of ‘tacit knowing’. The concept is examined in websites of consultancy companies, journal literature, and presentations of various business schools.

An analysis of different journals is made and the trends in the use of the term ‘knowledge management’ are highlighted. Any inconsistencies in the usage of the term are also indicated. Likewise, a similar analysis is carried out on the opinions held by professionals in the consultancy field.

            The views of business schools on knowledge management are derived from conferences, definitions of degree program courses and explanations made by knowledge management professionals. In the assessment of the views of business schools, the research drifts towards the relationship between the concept of knowledge management and that of information systems. The ‘people perspective’ is also analyzed, with the notion that the ‘people’ dimension is much more relevant than the technological dimension being assessed. Indeed, most of the literature in this study is found to have a heavy orientation towards technology use.

            The conclusion reached is that knowledge management is simply an umbrella term for many organizational undertakings, none of which relates to the management of knowledge. All the activities that do not involve the management of information involve the management of work practices, with the overarching expectation being that changes in areas such as communication practice will lead to information sharing.

            These findings are very significant in that they generate a clear understanding of the basis upon which the term ‘knowledge management’ is used. In the world of business, where academic literature is rarely consumed, these findings may not make much sense. However, in the scholarly world, particularly to knowledge management practitioners, the findings are of great relevance and they are an excellent launching pad for further research on knowledge management theory and practice.

Grover, V, 2001, ‘General Perspectives on Knowledge Management: Fostering a Research Agenda’ Journal of Management Information Systems, Vol. 18, No. 1, pp. 5-21.

Grover traces the issues that are already known regarding knowledge, knowledge management research and practice, and information technology. On this basis, two complementary frameworks are provided, which highlight the potential opportunities for building a coherent research agenda in knowledge management.

            Various concepts that are described as useful in knowledge management are described and various knowledge management practices are highlighted with the focus being put on various types of knowledge management projects that professionals often investigate. A discussion of knowledge management research trends is presented, where issues such as fragmentation and the need for a process framework as well as a market framework are highlighted.

            Next, the research paper focuses on different articles that represent different methodological and conceptual approaches to knowledge management. The approaches are discussed in terms of their suitability for categorization in either a process or a market framework. The papers focus on emergent processes and they also discuss various implications for various deliberate interventions.

The findings indicate that efforts on many fronts are required for knowledge management research efforts to be successful. Knowledge management is found to offer many avenues for research, whether a process or market efficiency context is adopted. The research study is a crucial step towards setting up standards for research practices in knowledge management. The most notable sign of these findings is the increased sense of interconnectedness between the research agenda and various practical issues in knowledge management. For this reason, healthy tension between knowledge and action needs to be maintained for purposes of organizational success.

In summary, two main themes emerge in all the papers reviewed. The first one is on the lack of a standard procedure of carrying out knowledge management activities. The second involves the notions of lack of uniform knowledge management practices and standard operating procedures. This deficiency is evident in the fragmentation of knowledge management research, and differences in the way the concept of knowledge management is understood. Some professionals pay more attention to ‘people’ management compared to the technological aspects, while for others, technological aspects take top priority.

Additional References

Alavi, M, &Leidner, D, 2001, ‘Review: Knowledge Management and Knowledge Management Systems: Conceptual Foundations and Research Issues’ MIS Quarterly, Vol. 25, No. 1 pp. 107-136.

Galunic, D, 2001, ‘Resource recombinations in the firm: knowledge structures and the potential for Schumpeterian innovation’, Strategic Management Journal, Vol. 19, No. 12, pp.1193-1201.

Marwick, A, 2001, ‘Knowledge management technology’, IBM Systems Journal, Vol. 40, No.4, pp. 814 – 830.

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