2. McAdam & McCreedy, 2000:155

3.  Knowledge management can be equated
with the implementation and use of
particular types of ICT (corporate intranets,
directories of expertise) to those who focus
on more indirect methods of managing
knowledge, via managing the people who
possess and utilize knowledge.

4.  Assumption – knowledge is a resource
amenable to control and management
 Alvesson & Karreman (2001) argue that the
inherently ambiguous, tacit, contextual,
unspecific, dynamic, subjective nature of
knowledge make it a resource that is
difficult to manage.

5.  There are also arguments that say that there
are some features of knowledge which make it
difficult to manage via IT systems.
 Another factor that makes the management of
knowledge difficult is the potential for conflict
that exist between workers and management
over the process of managing organizational
knowledge which can make workers concerned
about, or unwilling to participate in knowledge
management process.

6.  There are a vast range of different ways via which
knowledge in organizations can be managed. A
number of writers suggest that to be most effective,
the particular knowledge management strategy
utilized by any organization should be compatible
with and developed via taking account of an
organisation’s business strategy.
 Important to link knowledge management initiatives
to concrete business strategies – done via
developing an understanding of the role of
knowledge resources and processes in an
organisation’s business strategy, and developing a
knowledge management strategy to sustain and
enhance these knowledge resources / processes.

7.  Any deliberate efforts to manage the
knowledge of an organisation’s workforce,
which can be achieved via a wide range of
methods including directly, through the use
of particular types of ICT, or more indirectly
through the management of social
processes, the structuring of organizations
in particular ways or via the use of
particular culture and people management
practices.

8.  Codification
 focus on codified knowledge, in storage and
retrieval of codified knowledge;
 personalization
 focus on ways to improve the face-to face
sharing of tacit knowledge between workers.

9. Knowledge strategy Codification Personalization
Business knowledge Competitive advantage Competitive advantage
link through knowledge reuse through knowledge
creation
Relevant knowledge Transferring knowledge Improving social
process from people to processes to facilitate
documents sharing of tacit
knowledge between
people
HRM implications Motivate people to codify Motivate people to share
their knowledge their knowledge with
others
Training should
emphasize the Training should
development of IT skills emphasize the
development of inter-
Reward people for
personal skills
codifying their knowledge
Reward people for
sharing knowledge with
others