Knowledge Management Strategy and Technology

Citation

Tan, D. (2004), "Knowledge Management Strategy and Technology", Library Management, Vol. 25 No. 1/2, pp. 79-80. https://doi.org/10.1108/01435120410510319

From the onset, there are no illusions as to the intended audience of this book. “This guidebook is meant to impress chief executive officers, chief financial officers, chief information officers, newly minted chief knowledge officers and other key enterprise executives … ” (p. xi). Where then, does this leave the chief librarian, library manager, resource centre manager and other key senior library professionals?

As a prominent Emerald Journal, Library Management aims to provide “invaluable information on all aspects on information management” (Emerald Web page for Library Management). Few, in the business of library management would disagree that knowledge management (KM) inextricably falls within this raison d’être.

Let it also be said that this book is not aimed at the library management professional. Each chapter (or essay) was written by a non‐library specialist. Indeed, the majority of authors, including the editors, hail from a background in communication sciences, as well as computing, telecommunications, systems, technology, and other sciences. There are no contributions from the library fraternity. This begs the question, “what’s in it for us?” In the first instance, let us ignore the apparent exclusivity of this book and explore its contents within the context of library and information management, or be it, our paradigm.

There are 12 chapters in this book, each a unique essay concentrating on a specific area within the theme of KM strategy and technology. Despite the differing subject matter, there does appear to be a certain interconnectivity between the chapters. From my observations the structure is based loosely on a KM developmental cycle, from initial definitions, theory and framework, some practical applications, systems and storage considerations, developing and building KM systems, and finally, advantages and benefits of KM to the enterprise. This structure appears logical and chapters do link together despite some distinct differences in topics.

Throughout the book, various authors often refer to and discuss the relationships between information, data and knowledge. These same distinctions and relationships would strike a chord with library professionals as well, and the challenges are not so dissimilar in a library and information service setting. In fact, one might be so bold as to say that the editors made a serious error in omitting “library management” from their list of intended readers. If, as Gillette states in the first chapter, “information is knowledge in motion” and that “information is a component of knowledge”, then libraries, as key repositories of information, share a common lineage with that of the knowledge continuum. Perhaps the message for library management is that we need to engage more in such matters and gain exposure to those “key enterprise executives” that are perceived to influence and direct KM strategy direction. We must share some of the responsibilities in which libraries continue to be excluded from the KM loop.

As expected, this text does reveal, in no uncertain terms, the incredible potential cost savings and efficiencies to be had by considering solutions as practical as document imaging and management, to the not so tangible benefits of combining qualitative and quantitive research data, to building connected knowledge communities. If a key motivation behind this book is to awaken and expose CIOs, CFOs and CKOs to the potential of corporate‐wide KM solutions, and that existing technology is now available to deliver enterprise‐wide continuous improvement, then it makes a major contribution to this end.

It would be impertinent to say that this book is essential reading for all those engaged in library management. What can be said, is that with ever‐rapid advancements in storage and dissemination technology, groupware solutions, online search technology, pressures to reduce costs, and dare I say, a certain marginalisation of libraries’ sphere of influence in all this, can we afford not to be engaged and informed? If the library world is seeking parity and predominance in the world of KM, it may be advised that texts such as this also be part of our regular and ongoing reading, if just for the sake of professional development and preparedness.

Finally, a few words on physical appearance and formatting. The hardback copy I worked from is of robust construction and quality. Layout is clear, readable and makes good use of “white space”. The text is highly navigable thanks to a detailed content section, chapter summaries, and a most useful chapter contents box preceding each written contribution. The business report formatting style produces a highly structured and no‐nonsense approach to organising content, much like some of the KM aspirations referred to by several authors.

Knowledge Management Strategy and Technology, while not for all library management at all levels, does provide challenges to those at a more strategic and conceptual professional level. The only thing I would add is that one more enterprise executive should be added to the list of intended readers, the Chief Library Officer!