Managing Constraints and Removing Obstacles to Knowledge Management

Sidharta Chatterjee

MPRA Paper from University Library of Munich, Germany

Abstract: Practice of knowledge management is often characterized by obstacles to creation, distribution, and transfer of knowledge from specific groups of settings. Obstacles or constraints to attempts to constitute knowledge as an organizational resource have been previously dealt within the context of organizational learning perspectives; however, there still remain barriers toward making learning available and all-pervasive throughout organizations. This is often as a result of two important factors; i) bureaucratic and hierarchical forms of organization, and ii) owing to the situated and tacit character of knowledge. This paper is a result of theoretical exploration aimed toward addressing these core issues, and proposes solutions to manage constraints and remove obstacles to knowledge management, as well as means to codify the tacit character of knowledge. The research offers a view that although it is reasonable to value knowledge in financial or economic terms, it is also important to consider the problems which make it difficult to extract and transfer knowledge within specific organizational settings. Addressing the issue of rising competitive pressure for innovation, this paper proposes several solutions to enable lateral flows of knowledge-sharing by overcoming the factors that affect acquisition of, and creation and distribution of knowledge across fluid social boundaries.

Keywords: Knowledge management; tacit knowledge; organizational learning; constraints to KM (search for similar items in EconPapers)
JEL-codes: M10 (search for similar items in EconPapers)
Date: 2014-08-06
New Economics Papers: this item is included in nep-cse and nep-knm
References: View references in EconPapers View complete reference list from CitEc
Citations: View citations in EconPapers (6)

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https://mpra.ub.uni-muenchen.de/57945/1/MPRA_paper_57945.pdf revised version (application/pdf)

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