Knowledge Creation and Management: The Case of Fortum Engineering Ltd

Abdul Samad Kazi; Jari Puttonen; M.ika Sulkusalmi; Pekka Välikangas; Matti Hannus

doi:10.1007/978-1-4471-0187-1_13

Knowledge Creation and Management: The Case of Fortum Engineering Ltd

Abdul Samad Kazi, Jari Puttonen, M.ika Sulkusalmi, Pekka Välikangas, Matti Hannus

Research output: Chapter in Book/Report/Conference proceeding › Chapter or book article › Professional

Abstract

A clear understanding of what constitutes knowledge, knowledge management, knowledge processes (identification, collection, organisation, sharing, adaptation, usage and re-creation), and knowledge enablers (culture, technology, measurement, strategy and leadership) is essential. The aim is both to increase and to enable an individual to participate in decision making based on value-added information in addition to being in a position to exercise control over his or her work domain. This chapter advocates the appropriate use of technology for culture and social norms, which may be seen as a core need for knowledge management success. The coverage is primarily on knowledge know-how and, more so perhaps, minimal critical specification in terms of sociotechnical principles (Cherns, 1976, 1987).

Original language	English
Title of host publication	Knowledge Management in the Sociotechnial World
Subtitle of host publication	The Graffiti Continues
Editors	Elayne Coakes, Dianne Willis, Steve Clarke
Publisher	Springer
Chapter	13
Pages	153-169
ISBN (Electronic)	978-1-4471-0187-1
ISBN (Print)	978-1-85233-441-3
DOIs	https://doi.org/10.1007/978-1-4471-0187-1_13
Publication status	Published - 2001
MoE publication type	D2 Article in professional manuals or guides or professional information systems or text book material

Publication series

Series	Computer Supported Cooperative Work

Access to Document

10.1007/978-1-4471-0187-1_13

Cite this

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abstract = "A clear understanding of what constitutes knowledge, knowledge management, knowledge processes (identification, collection, organisation, sharing, adaptation, usage and re-creation), and knowledge enablers (culture, technology, measurement, strategy and leadership) is essential. The aim is both to increase and to enable an individual to participate in decision making based on value-added information in addition to being in a position to exercise control over his or her work domain. This chapter advocates the appropriate use of technology for culture and social norms, which may be seen as a core need for knowledge management success. The coverage is primarily on knowledge know-how and, more so perhaps, minimal critical specification in terms of sociotechnical principles (Cherns, 1976, 1987).",

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language = "English",

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address = "Germany",

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Knowledge Creation and Management: The Case of Fortum Engineering Ltd. / Kazi, Abdul Samad; Puttonen, Jari; Sulkusalmi, M.ika et al.
Knowledge Management in the Sociotechnial World: The Graffiti Continues. ed. / Elayne Coakes; Dianne Willis; Steve Clarke. Springer, 2001. p. 153-169 (Computer Supported Cooperative Work).

Research output: Chapter in Book/Report/Conference proceeding › Chapter or book article › Professional

TY - CHAP

T1 - Knowledge Creation and Management: The Case of Fortum Engineering Ltd

AU - Kazi, Abdul Samad

AU - Puttonen, Jari

AU - Sulkusalmi, M.ika

AU - Välikangas, Pekka

AU - Hannus, Matti

N1 - LIS: A2 CA2: RTE2 CA: RTE

PY - 2001

Y1 - 2001

N2 - A clear understanding of what constitutes knowledge, knowledge management, knowledge processes (identification, collection, organisation, sharing, adaptation, usage and re-creation), and knowledge enablers (culture, technology, measurement, strategy and leadership) is essential. The aim is both to increase and to enable an individual to participate in decision making based on value-added information in addition to being in a position to exercise control over his or her work domain. This chapter advocates the appropriate use of technology for culture and social norms, which may be seen as a core need for knowledge management success. The coverage is primarily on knowledge know-how and, more so perhaps, minimal critical specification in terms of sociotechnical principles (Cherns, 1976, 1987).

AB - A clear understanding of what constitutes knowledge, knowledge management, knowledge processes (identification, collection, organisation, sharing, adaptation, usage and re-creation), and knowledge enablers (culture, technology, measurement, strategy and leadership) is essential. The aim is both to increase and to enable an individual to participate in decision making based on value-added information in addition to being in a position to exercise control over his or her work domain. This chapter advocates the appropriate use of technology for culture and social norms, which may be seen as a core need for knowledge management success. The coverage is primarily on knowledge know-how and, more so perhaps, minimal critical specification in terms of sociotechnical principles (Cherns, 1976, 1987).

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T3 - Computer Supported Cooperative Work

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BT - Knowledge Management in the Sociotechnial World

A2 - Coakes, Elayne

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Knowledge Creation and Management: The Case of Fortum Engineering Ltd

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