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).
|Title of host publication||Knowledge Management in the Sociotechnial World|
|Subtitle of host publication||The Graffiti Continues|
|Editors||Elayne Coakes, Dianne Willis, Steve Clarke|
|Publication status||Published - 2001|
|MoE publication type||D2 Article in professional manuals or guides or professional information systems or text book material|
|Series||Computer Supported Cooperative Work|
Kazi, A. S., Puttonen, J., Sulkusalmi, M. I., Välikangas, P., & Hannus, M. (2001). Knowledge Creation and Management: The Case of Fortum Engineering Ltd. In E. Coakes, D. Willis, & S. Clarke (Eds.), Knowledge Management in the Sociotechnial World: The Graffiti Continues (pp. 153-169). Springer. Computer Supported Cooperative Work https://doi.org/10.1007/978-1-4471-0187-1_13