…The assumption that knowledge flows linearly through a chain of significantly different types of institutions or social networks poses challenges in managing that knowledge around bottlenecks which may arise from disparities in language, cultures, social capital etc… In this blog entry from the KnowledgeCore’s Blog, the author(s) outline knowledge management for public good which draws on (new to me) theories from Spender, Griffiths and Wiig. According to Wiig below, good social knowledge management practice should draw on or leverages models developed and practiced in the private sector… sounds good to me!Excerpt:
“Wiig progresses to discuss societal knowledge management (SKM) where he posits that ‘effective SKM is required to build, maintain, and make the best use of the country’s broad knowledge assets’ (p. 150). It could be questioned whether this is any different from the fundamental aims of any KM process, especially when compared against the knowledge-base view. This is acknowledged by Wiig where he states that ‘in general, SKM shares the same foundation as the private sector KM. Hence SKM uses approaches developed and perfected in the private sector. Most management, organisational, and operational principles are similar’ (p. 151). In Griffiths /et al./ we put forward the K-Core a new model for KM, encompassing 4 functions and 12 enablers.” Check out more at: First Look – Knowledge for the Public Good (Societal Knowledge
Management) The KnowledgeCore’s Blog
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