Rethinking Knowledge Management

This book readdresses fundamental issues in knowledge management, leading to a new area of study: knowledge processes. McInerney’s and Day’s superb authors from various disciplines offer new and exciting views on knowledge acquisition, generation, sharing and management in a post-industrial environment. Their contributions discuss problems of knowledge acquisition, handling, and learning from a variety of perspectives.

This is a fundamental challenge to conventional thinking on management education and its strictly utilitarian relationship to management research and practice. Chapters cover critical theory, feminism, post-structuralist work and much more.

Complexity theories gained prominence in the 1990s with a focus on self-organising and complex adaptive systems. Since then, complexity theory has become one of the fastest growing topics in both the natural and social sciences, and touted as a revolutionary way of understanding the behaviour of complex systems. This book uses complexity theory to surface and challenge the deeply held cultural assumptions that shape how we think about reality and knowledge. In doing so it shows how our traditional approaches to generating and applying knowledge may be paradoxically exacerbating some of the ‘wicked’ environmental problems we are currently facing. The author proposes an innovative and compelling argument for rejecting old constructs of knowledge transfer, adaptive management and adaptive capacity. The book also presents a distinctively coherent and comprehensive synthesis of cognition, learning, knowledge and organizing from a complexity perspective. It concludes with a reconceptualization of the problem of knowledge transfer from a complexity perspective, proposing the concept of creative capacity as an alternative to adaptive capacity as a measure of resilience in socio-ecological systems. Although written from an environmental management perspective, it is relevant to the broader natural sciences and to a range of other disciplines, including knowledge management, organizational learning, organizational management, and the philosophy of science.

"If anyone knows anything about the web, where it's been and where it's going, it's David Weinberger. . . . Too Big To Know is an optimistic, if not somewhat cautionary tale, of the information explosion." -- Steven Rosenbaum, Forbes With the advent of the Internet and the limitless information it contains, we're less sure about what we know, who knows what, or even what it means to know at all. And yet, human knowledge has recently grown in previously unimaginable ways and in inconceivable directions. In Too Big to Know, David Weinberger explains that, rather than a systemic collapse, the Internet era represents a fundamental change in the methods we have for understanding the world around us. With examples from history, politics, business, philosophy, and science, Too Big to Know describes how the very foundations of knowledge have been overturned, and what this revolution means for our future.

This important text challenges the current orthodoxy of information systems and juxtaposes it with new alternatives. It lays down the reasons for the need for change, and outlines a set of methodological principles for the future.

Written in a lively, conversational style, Knowledge Management looks at the nature of knowledge, including its definition and measurement, before the main concepts and theoretical contributions to knowledge management are reviewed and challenged, providing fresh insights into the central debates. Conceived by Chris Grey as an antidote to conventional textbooks, each book in the ‘Very Short, Fairly Interesting and Reasonably Cheap’ series takes a core area of the curriculum and turns it on its head by providing a critical and sophisticated overview of the key issues and debates in an informal, conversational and often humorous way. Suitable for students of Business and Management courses at Undergraduate and Postgraduate level and anyone interested in the concept of knowledge management.

This book assembles multi-disciplinary contributions to delve deeper into ReThinking Management. The first part provides some foundational considerations and inspirations. Further chapters offer more specific links to the arts and creativity sectors as well as empirical research and case reflections. ReThinking Management pursues the main idea that management theory is not merely a sub-discipline of economics, but rather a cross-disciplinary and critical field of research and practice, with a decidedly cultural perspective. While questioning the status and practices of conventional management, the book opens up for new understandings, turns and perspectives.

Although project management is a newly recognised profession, it deals with a number of significant challenges. We seem to operate in an unprecedented environment, rife with change, innovation and turbulence. Moreover, projects by their very nature tend to push boundaries, encourage novelty and demand engagement with the uncertain and the unknown. Indeed, projects reflect our organised impulse to constantly amend, shape, improve and refine our context. So how can future projects overcome the challenges? Rethinking Project Management for a Dynamic and Digital World makes a powerful and original statement equipping project leaders and managers with new approaches and frameworks for an increasingly demanding world where the traditional methods, models and mindsets no longer suffice. The book explores new trends, promising ideas and novel concepts and distils the fundamentals for marshalling a world concerned with people, communities and value by deploying innovation, rethinking purpose and acting responsibly. An increasingly borderless, upwardly mobile and entrepreneurial society requires a revamped and revitalised project perspective that is more dynamic, adaptive and reflective. This volume brings together some of the best writing by leading authorities on many key topics, including benchmarking, lean quality, communicating, teams and teamwork, followership, organising for project work, project frameworks, agile working, project portfolios, strategic initiatives, strategic alignment, trust, entrepreneurship, putting people first, social processes, positive organisations, rethinking progress, the hacker paradigm, community, stewardship and knowledge management. The collection thus offers an invaluable new resource for informed managers looking to engage with the latest thinking and research and for researchers seeking to reflect on how the discipline is changing.