Managing knowledge for personal and organizational benefit

Citation

(2001), "Managing knowledge for personal and organizational benefit", Measuring Business Excellence, Vol. 5 No. 3. https://doi.org/10.1108/mbe.2001.26705caf.006

Managing knowledge for personal and organizational benefit

Managing knowledge for personal and organizational benefit

C. Bailey and M. Clarke, Journal of Knowledge Management (UK), Vol. 5 No. 1, 2001

Refers to the managerial knowledge portfolio; describes this as a framework for enabling managers to appreciate the organizational importance of KM and to aid the development of KM to everyday activities. Provides a further framework for auditing personal KM effectiveness; examines the political, organizational change and leadership implications of this approach. Focuses on the issue of personal relevance for management with regard to KM; puts forward two key issues that develop an understanding of the link between personal relevance and valuing the KM idea. Details a KM frame of reference indicating how managers can increase their personal effectiveness by using their knowledge to achieve organizational success; describes different management roles, and locates them in the organizational KM matrix (tables provided). Provides a diagram examining the link between personal influence and personal effectiveness; discusses the potential leverage of the different management roles; reports how each management role can maximize their contribution. Provides a plan of action that managers can apply in their organizations (a template for a personal KM audit); explores issues relating to power, politics and organizational structures.

Quality focus says: A technical article which is strong in both research and practical implications.