Knowledge management: much more than a technology exercise: Learning to learn, valuing knowledge and changing culture are all key elements in successful knowledge management

Abstract

Purpose

Reviews the latest management developments across the globe and pinpoints practical implications from cutting‐edge research and case studies.

Design/methodology/approach

This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.

Findings

Knowledge management (KM) has become a buzz‐word in big business with over 90 percent of companies considering it crucial to their success. However, the problem is that few businesses seem to have a good understanding of what KM actually is. A variety of definitions abound, with many firms interpreting KM as simply a technological fix. In fact, so many KM initiatives fail that some companies have tried re‐branding it under the guise of “best practice” or “benchmarking”. Dean Call provides a clear explanation of KM and describes the six steps to KM success using examples from the commercial and business sectors.

Practical implications

Provides strategic insights and practical thinking that have influenced some of the world's leading organizations.

Originality/value

The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy‐to‐digest format.

Citation

(2006), "Knowledge management: much more than a technology exercise: Learning to learn, valuing knowledge and changing culture are all key elements in successful knowledge management", Strategic Direction, Vol. 22 No. 1, pp. 16-18. https://doi.org/10.1108/02580540610635889