Stephen – You make a good point. And like most of KM, there is no either / or. This one is sort of fuzzy! First let me define “authoritative knowledge:” Knowledge that has been formally reviewed and a

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Hi Stephen, Thank you sharing details on David Griffith's K-CORE model. Will go in depth and respond shortly. Regards Randhir

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Hi Murray, Nice to know that my suggestions reflect the work done in academic areas also. I had read on Knowledge worker, but as I focus on redefining KM, I am realizing the crucial role of Knowledge

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Hi Albert, Thank you for sharing the report. The framework you shared is interesting and would need detailed reading. Approach to KM will differ according to the overall focus of the organization and

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Hi Albert, You write: I have to disagree. Organisational knowledge doesn't have to be authoritative. Consider the stereotypical person that exists in many organisations: Been there 20 years, generally

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I enjoyed this little bit of light reading..! --H

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On Governance… Clearly, “collaborative governance” is a best (predominant) practice in many organizational environments, such as the Halidon hills, where multiple, autonomous participants have a stake

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Hi Randhir, I would encourage you to have a look at David Griffith's K-CORE model (see attached image https://groups.io/g/SIKM/photo/137830/8?p=Created,,,20,2,0,0 ). This model consists of 4 knowledge

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Randhir, Your suggestions are good but have been published already by many (including me) doing KM research. I have published a couple of papers where I have built a productivity model for a knowledge

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Dear Folks, In my attempt to re-position KM and look into how all it can support an organization I share my thoughts on Knowledge worker and their productivity. Peter Drucker argued that one of the bi

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Hi Bruce, Thanks for the elaborate response. From your mail I understand that Collaborative Governance need not go with other KM practices. Its implemention may be easier in areas where many stakehold

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Hi Randhir, Apologies for my slow reply. Collaborative governance has been highly effective in assisting sustainable management of the Helidon Hills, but it won't be the most effective or appropriate

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@Randhir – Yes, the entire framework has been documented. I had hoped to publish what I call “Social Structures,” – one of four organizational structures (social, business, technological, and knowledg

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Hi Bruce, Thanks for sharing your experience. Can you talk more on how effective collaborative governance was? How do we fit that into KM practice? Can we say that organizations that want to be Knowle

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Hi Douglas, By disruption I meant, ability of KM to change the way we organize, work and live. Would read more on the work by McKinsey on this. Regards Randhir

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Hi Albert, Thank you for sharing notes on 'Social Context'! Is there a paper related to what you mentioned in your mail. Understanding the social context and interplay of the different elements that m

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Stephen, Albert, Arthur and Randhir, Thank you for your most interesting discussion. A case study of the social context considerations raised by Albert and the disruptive nature of KM raised by Randhi

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Hi Albert, Agree with Arthur -- this is very interesting. So am I right in thinking that if I put your framework into table form, it looks like this? Social Attributes Social Level Social Manageabilit

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Thanks Albert Fantastic insights to share (as always) In my Knowledge Driven Performance course each student gets a different topic to explore from a knowledge perspective. Most of these are "soft top

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Possibly KM is not disruptive, per se, but rather what is going on in the world is disruptive (See McKinsey's list of disruptive technologies, especially #2 - change in the nature of K Work.) If the w

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