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KKnnoowwlleeddggee mmaannaaggeemmeenntt,, oorrggaanniizzaattiioonnaall 
lleeaarrnniinngg aanndd ccoommmmuunniittiieess ooff pprraaccttiiccee 
Alavi, M. & Leidner, D. E. (2001). Review: Knowledge 
management and knowledge management systems: Conceptual 
foundations and research issues. MIS Quarterly, 25, 107-136. 
Brown, J. S. & Duguid, P. (1991). Organizational learning and 
communities-of-practice: Toward a unified view of working, 
learning, and innovation. Organization Science, 2(1), 40-57. 
He, W., Qiao, Q., Wei, K.-K. (2009). Social relationship and its 
role in knowledge management systems usage. Information & 
Management, 46, 175-180. 
Aleksandra & Tika
PPeerrssppeeccttiivveess oonn kknnoowwlleeddggee 
● Perspectives on data, information, and 
knowledge 
● Tacit (cognitive + technical) vs. explicit 
knowledge 
● Individual vs. collective/social knoweldge 
● Declarative, procedural, causal, conditional, 
and relational knowledge
KKnnoowwlleeddggee mmaannaaggeemmeenntt ssyysstteemmss ((KKMMSS)) 
● Knowledge assets →long-term sustainable competitive 
advantage 
● KMS — a class of IS applied to managing 
organizational knowledge 
– Creation: developing new content/replacing existing 
content 
– Storage/retrieval: organizational memory (individual 
vs. collective, semantic vs. episodic) 
– Transfer: informal vs. formal, personal vs. 
impersonal channels 
– Application 
● Social relationship: tie strength, shared norms, trust
WWoorrkkiinngg,, lleeaarrnniinngg aanndd iinnnnoovvaattiioonn 
● Working, learning and innovation are usually 
opposed to each other 
– Working: canonical vs. noncanonical practices 
(narration, collaboration, social construction) 
– Learning: practice-based theory, emerging 
noncanonical communities, fostering learning-in-working 
– Innovating: discovering vs. enacting organizations 
● The gap between espoused and actual 
practice
DDiissccuussssiioonn 
● What can be other factors affecting 
(non)adoption of KMS in an organization? 
● How can IT support processes of knowledge 
creation, storage/retrieval, transfer, and 
application? 
● What can be the ways to close the gap 
between espoused and actual practice?

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KMS, organizational learning and communities of practice

  • 1. KKnnoowwlleeddggee mmaannaaggeemmeenntt,, oorrggaanniizzaattiioonnaall lleeaarrnniinngg aanndd ccoommmmuunniittiieess ooff pprraaccttiiccee Alavi, M. & Leidner, D. E. (2001). Review: Knowledge management and knowledge management systems: Conceptual foundations and research issues. MIS Quarterly, 25, 107-136. Brown, J. S. & Duguid, P. (1991). Organizational learning and communities-of-practice: Toward a unified view of working, learning, and innovation. Organization Science, 2(1), 40-57. He, W., Qiao, Q., Wei, K.-K. (2009). Social relationship and its role in knowledge management systems usage. Information & Management, 46, 175-180. Aleksandra & Tika
  • 2. PPeerrssppeeccttiivveess oonn kknnoowwlleeddggee ● Perspectives on data, information, and knowledge ● Tacit (cognitive + technical) vs. explicit knowledge ● Individual vs. collective/social knoweldge ● Declarative, procedural, causal, conditional, and relational knowledge
  • 3. KKnnoowwlleeddggee mmaannaaggeemmeenntt ssyysstteemmss ((KKMMSS)) ● Knowledge assets →long-term sustainable competitive advantage ● KMS — a class of IS applied to managing organizational knowledge – Creation: developing new content/replacing existing content – Storage/retrieval: organizational memory (individual vs. collective, semantic vs. episodic) – Transfer: informal vs. formal, personal vs. impersonal channels – Application ● Social relationship: tie strength, shared norms, trust
  • 4. WWoorrkkiinngg,, lleeaarrnniinngg aanndd iinnnnoovvaattiioonn ● Working, learning and innovation are usually opposed to each other – Working: canonical vs. noncanonical practices (narration, collaboration, social construction) – Learning: practice-based theory, emerging noncanonical communities, fostering learning-in-working – Innovating: discovering vs. enacting organizations ● The gap between espoused and actual practice
  • 5. DDiissccuussssiioonn ● What can be other factors affecting (non)adoption of KMS in an organization? ● How can IT support processes of knowledge creation, storage/retrieval, transfer, and application? ● What can be the ways to close the gap between espoused and actual practice?