The Risk of Information Management Without Knowledge Management: A Case Study

Huseyin Dogan (), Michael J. de C. Henshaw () and Gillian Ragsdell ()
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Huseyin Dogan: Loughborough University, UK
Michael J. de C. Henshaw: Loughborough University, UK
Gillian Ragsdell: Loughborough University, UK

Journal of Information & Knowledge Management (JIKM), 2011, vol. 10, issue 04, 393-408

Abstract: This paper appraises the criticism that "Knowledge Management (KM) is little more than re-packaged Information Management (IM)" through analysis of the relationships and inconsistencies between IM and KM. This is supported by a case study of the loss of an UK Royal Air Force aircraft known as 'Nimrod' as reported in the Haddon-Cave Independent Review.The first part discusses the research methodology adopted and analyses the literature including the theoretical characteristics and practical aspects of IM and KM. This is supported by logical models and relationship tables for comparison. The second part develops an analytical framework by applying evaluation criteria, based on principles for Through Life Management of information, to a case study to address the statement that "information is inadequate without knowledge."The logical models and case study insertions uncovered important conclusions: (1) KM is frequently confused with IM and reliance on IM only can sometimes result in a disaster; (2) it is imperative to understand the distinctions between IM and KM as "management of knowledge" is concerned with socio-technical, hence human, aspects to a greater extent than IM; (3) IM should be considered as a prerequisite to engaging KM; and (4) KM should be perceived as the creation and management of knowledge as a human centred attribute that involves a learning and transformation process.This paper systematically applies the derived logical models and analysis framework to a case study to better understand and illustrate the implications of Through Life Management of information and knowledge.

Keywords: Knowledge management; information management; tacit knowledge; defence sector; systems thinking; systems analysis (search for similar items in EconPapers)
Date: 2011
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DOI: 10.1142/S0219649211003085

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