Preface

The book is organized into two parts. Part One provides a theoretical overview of the main issues surrounding knowledge management. The part begins by asking what is knowledge management and learning, and defines through discussion the broad remit of organizational action. This is followed by chapters dealing with elements that play an important part in determining the success of knowledge management and learning initiatives. Chapter 2 examines the role of processes in the management of knowledge. The chapter provides a basic insight to the type of generic processes to enable the functions of knowledge management. Chapter 3 then proceeds to examine the behavioural side of the knowledge management equation. The premise is that without appropriate cultures for sharing, knowledge management and learning are highly unlikely to achieve their full potential. This is followed by discussion of leadership's role in knowledge management in Chapter 4. Given the importance of senior management support, almost all initiatives are doomed to failure unless they are supported by the right cues and actions from the top of the organization. This chapter contains people-focused discussion, and it examines the role of the individual and teams in knowledge management. Chapter 5 provides brief discussion of information technology and measurement systems as drivers towards knowledge management. The chapter does not go into detail about technology and measurements systems but presents a managerially orientated discussion of key features necessary for knowledge management. The final chapter in this part examines the key challenges faced by organizations that are either setting off on the journey towards knowledge management or are already part of the way there. The chapter defines four major stumbling blocks in the practice of knowledge management. The discussion goes on to present an overview of projected developments in the field. Finally, the discussion closes by examining the wider evolutionary trajectory, of which knowledge management is a part, of organization development.

Part Two comprises numerous case examples, which highlight knowledge management in practice. The cases fill the gap left by theory by amplifying the actions necessary to make knowledge management a reality. The cases were deliberately selected to encompass a broad and diverse range of sectors, maturity of practice, problems and approaches to knowledge management. Reflecting on the realities of a diverse set of challenges allows for a fuller and more rounded understanding of the phenomena we have come to call knowledge management and learning.

We must acknowledge that by no means is this book an exhaustive treatment of the subject. We know only too well the many alleyways we left uncharted but we had to accept that the task of covering everything in detail was far too enormous for this book. There are many capable individuals and groups of writers and researchers who have filled these gaps or are in the process of doing so. We wish them luck and success. Our hope is that, in its own small way, this book sheds a little more light on this important and fast-expanding field.