The paper “ Management of Information Systems” is a fascinating version of the assignment on the management. Firestone and McElroy (2005) are emphasizing the need for doing knowledge management (KM) because according to them, “ doing knowledge management” has oftentimes been confused with “ practicing KM” . According to the two authors’ analysis, it is often assumed that people and organizations are involved in doing KM when they engage in practices such as content management, information technology, customer relationship management, use of “ knowledge cafes” , communities of practice, storytelling, and social network analysis. However, the authors suggest that the aforementioned practices are only embodiments of “ practicing KM” and are adrift from the real “ doing KM” .
As such, Firestone and McElroy (2005) opine that it may be possible to conclude that KM as an official, the planned endeavor has yet to be done. Based on the thinking of the two authors, doing KM needs to involve activities that enhance the level of knowledge processing in an organization. As such, doing KM must go beyond just doing anything that might have a positive impact on an organization’ s bottom line or worker effectiveness.
Instead, doing KM must involve deliberate efforts and processes that seek to change the organization’ s existing pattern of knowledge processing so as enhance both the level of knowledge processing and its outcomes such as improving the effectiveness of employees and enhancing an organization’ s bottom line. Another point that is addressed by Firestone and McElroy (2005) is that because of the uncertainty involved in defining ‘ doing KM’ , many organizations fail to evaluate whether their interventions that are deemed to be KM interventions are actually what they represent.
Thus, it is argued that only by analyzing the contributions of KM projects to the quality of knowledge processing can organizations be deemed to be doing KM or not. Along this line, it can be argued that it is only when organizations reflect deeply in regard to their knowledge and knowledge processing that they can determine the impact of their interventions on knowledge processing. This underlines the importance of doing KM. Explain the important business processes and outcomes that the authors have described in their framework (Figure 1). 6 marks Firestone and McElroy (2005) have described a three-tier framework that shows the relationship between the KM environment, the knowledge processing environment and the business processing environment. Within the KM environment are two key elements: KM and KM outcomes (Firestone & McElroy, 2005).
KM includes the processes that seek to change an organization’ s current pattern of knowledge processing so as to enhance both the level of knowledge processing and the associated outcomes. Examples of KM practices include the practices that an organization engages in to obtain missing expertise in unfamiliar situations, knowledge sharing, safeguarding of knowledge, and capturing and inventorying of knowledge (Wiig, 1999).
As well, as part of the KM process, an organization can come up with specific policies to guide the KM activities and set priority procedures to be followed in managing these activities (Wiig, 1999).