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This concept has emerged as an important field for practice and research in information systems. This field is building on theoretical foundations from information economics, strategic management, organizational culture, organizational behavior, organizational structure, artificial intelligence, quality management, and organizational performance measurement. These theories are being used as foundations for new concepts that provide a rationale for managing knowledge, define the process of managing knowledge, and enable us to evaluate the results of this process. Based on articles published between 1995 and 2005, new concepts are emerging, including knowledge economy, knowledge alliance, knowledge culture, knowledge organization, knowledge infrastructure, and knowledge equity. An analysis of the theoretical foundations of knowledge management reveals a healthy arena with a strong foundation and clear directions for future work.
Improvements in knowledge management promote those 'factors that lead to superior performance: organizational creativity, operational effectiveness and quality of products and services' (Wiig, 1993, p. xv). The other concept regards the management of knowledge as an organizational resource, this usage appearing as early as 1989 in the management literature (Adler, 1989). A working definition of this broader view of organizational knowledge is 'information embedded in routines and processes which enable action'. Knowledge is an innately human quality, residing in the living mind because a person must 'identify, interpret and internalize knowledge' (Myers, 1996, p. 2).
Simply, Knowledge is a fluid mix of framed experience, values, contextual information, and expert insight that provides a framework for evaluating and incorporating new experiences and information.
Information consists of 'facts and data that are organized to describe a particular situation or condition'. Knowledge is distinguished from information by the addition of 'truths, beliefs, perspectives and concepts, judgments and expectations, methodologies, and know-how' (Wiig, 1993, p. xvi). Organizational knowledge is variously analyzed at different levels of abstraction for the purpose of management. One simple analysis distinguishes information (know-what) from combinational skill (know-how) (Birkett, 1995), useful for differentiating basic management techniques for passive, stored knowledge from those best suited for managing dynamic knowledge of process. A similar distinction separates technical knowledge and innovation research from tacit knowledge, personal skill, and organizational routine (Tordoir, 1995).
agree with ms. ghada on her answer
Agreed .................... :)
Research and validation of assessment is the backbone of understanding.
Yes, agree on conditional basis.
Yes,Research or project work is necessary for all kind of knowledge. It promotes the researchers.
