MMIM503 - Lecture 4 Summary & Review

Author: Paul H. J. Hendriks (2001)

Summary: 265 words

The article, “Many rivers to cross: from ICT to knowledge management systems”, is an empirical research paper, intended for IT/IS executives and knowledge managers. The focus of the study is to provide an assessment framework for evaluating the role of information and communication technology (ICT) in organisational knowledge management (KM).

The paper begins with the review of a number of literatures on ICT and KM, and summarising two distinctions for classifying the various KM approaches. First, it distinguishes between engineering approaches and management approaches. Second, it distinguishes between four groups of approaches based on their emphasis in terms of content, which are knowledge storage approaches, knowledge flow approaches, organizational learning approaches and knowledge measurement approaches.

Based on these two distinctions, the author identifies five dimensions of KM and integrates them into a framework. There are three sides to the KM framework: (1) the reflection side includes the relevance of knowledge to the organisation; (2) the content side involves the nature of knowledge, the organisational perspective, and the dynamic nature of knowledge; (3) the action side includes interventions and measures targeted at affecting the organisations as a knowledge system.

The author further claims the five dimensions determine the potential value of ICT applications for KM, and summarise them into five key areas of discussion: (1) relationships between ICT and organizational relevance of knowledge; (2) relationships between ICT and knowledge categories (3) relationships between ICT and the organizational perspective on knowledge; (4) relationships between ICT and the dynamic character of knowledge; (5) relationships between ICT and other knowledge management measures. All five dimensions should be addressed together.

Critique: 71 words

The title of the paper straightforwardly defines the main theme, and the content is succinct, accurate and well-structured. The paper establishes a precise research scope based on a host of literatures. It adopts scientific research methods and techniques to present a holistic view of ICT and organisational KM. The strengths of the paper are using diagrams accompanied with textual analysis, making it easy and logical for readers to follow the discussion.

By Susan Yang - Knowledge Regiment group

MMIM503 - Lecture 3 Summary & Review

Article Name: Death by Information Overload
Author: Paul Hemp
Publication: Harvard Business Review
Audience: Practitioners

Summary: 259 words
This HBR article focuses on exposing and addressing the problems associated with information overload caused by the torrent of emails, instant messages, and so forth. Although it is acknowledged by everyone that information is the inevitable potent tool of the knowledge worker, unmanaged information access can be overwhelming and disadvantageous to both individuals and companies. The author identifies the problems faced by individuals and companies and goes on to suggest solutions to alleviate them. While the problems for individuals is primarily piling up of information and inability to process it at the same pace, the major issue for companies is loss of productivity and efficiency. Employees spend a considerable amount of time processing email not all of which is of real value. Studies by Microsoft show that a single interruption will take on an average of 24 minutes to return to the suspended task. Another concern is the hold-up of decision making due to the ‘online silence’ of the recipient whose reply might be required to proceed on a major project. However, many organizations fail to acknowledge this problem partly because it is not easy to quantify the costs and consequences of information overload.The solutions suggested by the author include good use of technology tools in the market like email filters; twitter feed streamlining, work pattern sensors etc. to address individual and organizational productivity issues. The author strongly advises that it is necessary to make a conscious effort to manage information overload at a personal level and bring about cultural changes in organizations to tackle this multi dimensional problem.

Review: 64 words
A genuine practitioner oriented article with many tips to manage information overload at an individual and organizational level. The examples cited are really enlightening. The article is set out with clear structure and headings to guide the reader and therefore contributes to better comprehension. However, I thought the article heavily dwelt upon email and communication information that it could have been more aptly titled.

By Githin - Knowledge Regiment group

MMIM503 - Lecture 2 Summary & Review

David J. Pauleen (2004)
Knowledge Management: A Wolf in Sheep’s Clothing

Summary: 260 words
This article is a critique on another article written by Professor G.E. Gorman in the April column of Viewpoint in 2004. The author, Pauleen, criticises Professor Gorman for dismissing Knowledge Management (KM) by stating that KM is “a sheep in wolf’s clothing” and that it is no more an information management system, than library and information science is a card catalogue. Pauleen then explains and analyses the importance of KM and how KM contributes to the success of an organisation. He uses a quote from Larry Prusak – a guru in KM, to explain the difference between information and knowledge where information is considered two-dimensional, and knowledge is three dimensional. In other words, knowledge is how people perceive a piece of information. Different people may perceive the same piece of information differently depending on their background.

Knowledge is often absorbed in the workplace where the employees can observe and listen to experienced information professionals, which they may not learn from the textbooks. KM creates an environment that motivates people to share with others, which is a challenge for most organisations. The key component is to build trust that allows people to feel comfortable sharing knowledge, knowing that they will not be taken advantage as a result of this. In addition, organisations must be willing to give employees the space and time “to think, to explore, to research, and maybe even to sleep on it, as well as the spaces to meet, talk and create with others”, and Snowden (2003) emphasises that real knowledge sharing takes place in a shared social context.

Review: 49 words
This article is very straightforward and easy to understand. Knowledge Management seems to be broader than what others often think. On the other hand, some people tend to keep their knowledge to themselves, in order to feel more important and responsible – this eventually limits the scope of knowledge sharing.

By Anh Thu Le - Knowledge Regiment group