In their paper "Strategic planning for knowledge management implementation in engineering firms",
Ravi Shankar, (Ravi Shankar is an Assistant Professor in the Department of Management Studies, IIT Delhi, New Delhi, India.), M.D. Singh, (M.D. Singh is a Senior Lecturer in the Department of Mechanical Engineering, Motilal Nehru National Institute of Technology, Allahabad, India.), Amol Gupta, (Amol Gupta is a Student in the Department of Computer Science, TIT&S Bhiwani, Haryana, India.) and Rakesh Narain, (Rakesh Narain is a Senior Lecturer in the Department of Mechanical Engineering, Motilal Nehru National Institute of Technology, Allahabad, India.) seem (have not yet read it) to define Knowledge Management the way I have done since 2005 (hence the title of this blog!):
<<Knowledge management (KM) is the process of leveraging organizational knowledge to deliver long-term advantage to a business and is based on a business strategy that involves engineering various knowledge-centric business processes and developing organization structures to support these. These, in turn, require technology to capture, codify, store, disseminate and reuse the knowledge. Successful deployment of KM is not a simple process. This paper suggests that a major reason for the failure of many KM projects is the absence of a well-defined strategic plan to guide implementation. This paper discusses the strategic planning needs of the KM deployment process, and develops a framework that could be used specifically by engineering firms to guide the KM implementation process.>>
I have also argued in several posts that KM cannot truly succeed if it is not adressed strategically.
