Knowledge Management Systems - The End of the Road?: Position Paper

Abstract

The increasing importance given towards knowledge management (KM) implementation for organisational success is hardly questionable resulting in significant attention directed towards KM systems. The extended IT industry has been quick to promote the notion that KM and in turn KM systems not only lowers cost structures and increases strategic flexibility but also facilitates knowledge creation and utilization. Conversely, many KM systems have proven unsustainable to date, exhibiting low quantity and quality of knowledge, with systems falling into disuse. Knowledge is generally assumed to be largely cognitive and therefore, highly personal and dynamic. Knowledge workers too do not like to be 'managed' and have the tendency to resist systematic attempts to manage and dictate contributions. KM systems on the other hand are seen to require systematization and control of knowledge. Such a mismatch has seen most KM systems today being reduced to nothing more than a management fad and an illustrious information management system failing to achieve its intended aims. This position paper espouses important tenets when operationalising KM. The paper highlights the need to contextualise KM initiatives by studying human practices as a development process with the introduction of Activity Theory. The paper also examines the need to co-create knowledge workers by understanding human consciousness and motivation as value with key drivers. The authors have also espoused the need to foster a conducive KM environment to spur KM implementation. © Springer International Publishing Switzerland 2014.