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 proceedingChapter or book articleProfessional

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 languageEnglish
Title of host publicationKnowledge Management in the Sociotechnial World
Subtitle of host publicationThe Graffiti Continues
EditorsElayne Coakes, Dianne Willis, Steve Clarke
PublisherSpringer
Chapter13
Pages153-169
ISBN (Electronic)978-1-4471-0187-1
ISBN (Print)978-1-85233-441-3
DOIs
Publication statusPublished - 2001
MoE publication typeD2 Article in professional manuals or guides or professional information systems or text book material

Publication series

SeriesComputer Supported Cooperative Work

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  • Cite this

    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