The paper "How Knowledge Management Can Help Organisations Improve Their Performance" is an exceptional example of coursework on management. Knowledge Management has made considerable development over the past 40 years. While Knowledge Management has been ever-present in organizations since their birth, the greatest developments in Knowledge Management as an academic and practical discipline appear to have occurred over the last part of the twentieth century and the early part of the new millennium. The author of the paper states that during the 1990s, Knowledge Management was seen as a critical part of service provision, and indeed ‘ by the mid-1990s intellectual and information processes accounted for almost 80 percent of jobs in the large service industries’ (Quinn et al. , 1996 as cited in Gloet & Berrell, 2003, p.
80). This is not at all surprising as it coincides with the industrial revolution slowly coming to a close and the emergence of the post-industrial era. By the latter part of the 1990s, Knowledge Management was considered a significant economic and political resource within organizations. Wickramasinghe (2003, p. 295) argued that ‘ we are not only in a new millennium but also a new era’ and while there are a variety of terms to describe this new era, ‘ most agreed that.
. . the key defining and unifying themes of this period are knowledge management’ (Wickramasinghe, 2003, p. 295). The popularity of Knowledge Management, however, was starting to plateau and as far as its importance at an organizational level was concerned, the focus seemed to turn towards being able to extract as much value from existing Knowledge Management models as possible in order to develop a competitive advantage.
The author argues in a well-organized manner that there is a paradigmatic split between the IT approach and the humanist approach, as well as a difference between explicit and tacit knowledge, which accounts for a gap which we propose exists in the field of Knowledge Management.
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