From knowledge theory to management practice: towards an integrated approach |
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| Institution: | 1. Decision Support Group, Manufacturing and Management Division, Department of Engineering, University of Cambridge, Mill Lane, Cambridge CB2 1RX, UK;2. Department of Retailing and Marketing, Manchester Metropolitan University, Aytoun Building, Aytoun Street, Manchester M1 3GH, UK;1. Department of Thoracic Oncology, Abramson Cancer Center, University of Pennsylvania, Philadelphia, Pennsylvania;2. Eli Lilly and Company, Indianapolis, Indiana;3. University of Colorado Cancer Center, Aurora, Colorado;4. Rush University Medical Center, Chicago, Illinois;5. Department of Hematology and Oncology, University of California Davis Comprehensive Cancer Center, Sacramento, California;6. Levine Cancer Institute, Carolinas HealthCare System, Charlotte, North Carolina;7. Cedars-Sinai Comprehensive Cancer Center, West Hollywood, California;8. University of Turin, Turin, Italy;9. Hospital Universitario Doce de Octubre and Centro Nacional de Investigaciones Oncológicas, Madrid, Spain;10. Department of Medical Oncology, Léon Bérard Cancer Center, Lyon, France;11. Lung Clinic Grosshansdorf, Airway Research Center North, Member of the German Center for Lung Research, Grosshansdorf, Germany;12. Department of Hematology and Medical Oncology, Winship Cancer Institute, Emory University, Atlanta, Georgia;13. U.S. Oncology Research, Ocala, Florida;14. Florida Hospital Cancer Institute, Orlando, Florida;15. Sarah Cannon Research Institute, Nashville, Tennessee;p. Stanford University School of Medicine, Palo Alto, California;q. The Christie Hospital, Manchester, United Kingdom;1. College of Management, Shenzhen University, Shenzhen, China;2. School of Mechanical Engineering, Shanghai Jiao Tong University, Shanghai, China;3. Institute of Big Data Intelligent Management and Decision, Shenzhen University, Shenzhen, China;3. LUT University, School of Business & Management, P.O. Box 20, FI-53851 Lappeenranta, Finland |
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| Abstract: | This paper critically contrasts the three main schools of thought on knowledge – namely, those that respectively conceptualize knowledge as situated in mind, process, and object – and assesses the resulting implications for knowledge management (KM). Against the background of the existing diversity of definitions of KM an integrated and holistic view of the KM value chain is put forward. Within this theoretical framework five main research streams (culture, knowledge location, awareness, evaluation, and absorption) are identified with a view to devising a practical concept of KM applicable in a business context. With a focus on knowledge flow and detailed approaches to potential solutions, conflicts and compatibilities between existing business strategies and KM are examined. A conceptual model is devised to offer a holistic integration of the theoretical and practical themes in order to serve as a framework for developing a future research agenda for the development of theoretically grounded, yet practical, KM business tools and applications. |
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