Meta-KM: A Program and A Plea
Published 1 January 2001
J Francisco, Francisco Javier Carrillo
Citations9
Generate an AI Snapshot to get a quick, structured summary of this paper.
Study Snapshot
ObjectiveStudy objective
MethodsResearch methodology
PopulationPopulation studied
Sample sizeSample sizes
OutcomesStudy outcomes here
ResultsStudy results comes here
LimitationsResearch study limitations comes here
A concise AI-generated summary of the paper will appear here once you click Generate AI Snapshot.
Abstract
Opportunities for the Knowledge Management movement to undertake the direction of its own development process are explored from different perspectives. The potential of reflexive knowledge (i.e. knowledge about knowledge) as a prerequisite for that undertaking is examined. Some historical instances where knowledge users studied their own knowing practices are recalled. From the metaknowledge standpoint, a self-examinati on of the KM movement or Meta-KM is introduced. First, a general framework for establishing the epistemological and scientific foundations of KM is laid out, with key examples. Second, a reference is made to contemporary efforts to further innovation practices through a similar reflexive pattern. Third, some conditions for the social evolution of the KM profession are discussed. Finally, the potential impact of a community of reflexive knowledge professionals upon the emergence of a global consciousness is assessed.
Keywords
PsychologyComputer ScienceSocial Sciences
LeonardoGeneral System Theory: Foundations, Development, Applications
3,696 Citations1977Ernest Edmonds, Ludwig von Bertalanffy
Knowledge management and organizational learningCommunities of Practice: The Organizational Frontier
3,352 Citations2006Étienne Wenger, William M. Snyder
Journal of Knowledge ManagementA critical review of knowledge management as a management tool
586 Citations2000Maria Mårtensson
An extensive literature survey on knowledge management explores knowledge management with respect to its content, its definition and domain in theory and practice, its use and implications, and to point out some problems inherent in the concept.
Journal of Knowledge ManagementKnowledge management initiatives: learning from failure
451 Citations2000John Storey, Elizabeth Waldron Barnett
The purpose of this article is to examine, in some unusual detail, a significant example of a failed knowledge management initiative in order to analyse what went wrong and to identify the key learning points.
The New Knowledge Management
254 Citations2010Mark W. McElroy
The Journal of Applied Behavioral ScienceActionable Knowledge: Design Causality in the Service of Consequential Theory
247 Citations1996Chris Argyris
Mathematical and Computer ModellingThe complex dynamics of high performance teams
209 Citations1999Marcial Losada
The connectivity of a team is highly correlated with its performance; different types of attractors occur in phase space depending on the team's connectivity and performance level: low performance teams show point attractors, medium performance Teams show limit cycles, and high performance teams shows low-dimensional chaotic attractors.
Artificial IntelligenceUsing constraint metaknowledge to reduce arc consistency computation
133 Citations1999Christian Bessière, Eugene C. Freuder +1 more
A speciic algorithm, AC-7, is presented, which takes advantage of a simple property common to all binary constraints to eliminate constraint checks that other arc consistency algorithms perform.
Journal of Knowledge ManagementKnowledge Management: An Emerging Discipline
107 Citations1997Syed Z. Shariq
An international society of knowledge professionals is proposed which can provide the necessary focus for fostering collaboration among the best minds and organizations on study, research and learning dedicated to the underlying disciplines and their integrative evolution into the emergence of Knowledge Management as a new discipline.
Journal of Knowledge ManagementHow do managers use knowledge about knowledge management?
62 Citations2000Catherine Bailey, Martin Clarke
The importance of helping managers to relate knowledge management to what is organisationally important (currency), to what furthers an individual’s goals and interests (personal relevance), and toWhat is practical within an individual's current capacity (actionable), is explained.
Concepts for evolving software processes
52 Citations1994Reidar Conradi, Christer Fernström +1 more
There is still little conceptual characterisation and assessment of the properties of software processes and related support environments, and even a common characterisation of the problems to be addressed seems to be problematic and difficult to achieve.
Journal of Knowledge ManagementManaging Knowledge‐based Value Systems
43 Citations1997Javier Carrillo
An attempt to develop a systemic perspective of the field of Knowledge‐based Value Systems at the Center for Knowledge Systems (CKS), an R&D unit at Instituto Tecnologico de Monterrey, Mexico, is introduced.
The Metaprise, The AKMS, and The Enterprise Knowledge Portal
20 Citations2000Joseph M. Firestone
Journal of Knowledge ManagementTowards a Research Agenda for Knowledge Policies and Management
19 Citations1997Pedro Conceição, David V. Gibson +2 more
Three main directions for research are proposed: the development of a better conceptual understanding of the mechanisms that make knowledge so relevant nowadays; the construction of indicators associated with the immaterial aspects of the knowledge‐based economy; and the study of the opportunities and threats faced by developing nations.
Journal of Knowledge ManagementKnowledge management receptivity at a major pharmaceutical company
18 Citations2000Jay Liebowitz
A case study of surveying knowledge management receptivity attitudes of senior managers in a major pharmaceutical company and the results are discussed and recommended steps are explored.
Enterprise Knowledge Portals: Enterprise Knowledge Portals: What They Are and What They Do What They Are and What They Do
14 Citations2000Joseph M. Firestone
The Enterprise is a continuous, dynamic “swirl” of problem-solving knowledge-related Interactions from which knowledge is produced and integrated with the business processes of the enterprise, so it is useful to abstract from the swirl and to conceptualize aniteration of a knowledge life cycle encompassing knowledge processes targeted on solving that problem.
Elsevier eBooksDouble-Loop Knowledge Management
13 Citations2003M MCELROY
Second-generation KM emphasizes knowledge production in addition to the information codification and sharing emphasized by first-generation schemes, pointing to a much higher value proposition for KM than has been proffered to date: the prospect of increasing an organization's rate of learning, and hence, its rate of innovation.
NaturePhilosophy as Scientia Scientiarum and a History of Classifications of the Sciences
12 Citations1905Robert Flint