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448                                                             Chapter 13



               does contribute to improved exploitation of the information and knowledge resources
               available to the company. In a longer-term perspective, knowledge management
               builds the new foundation for improved business advantages and strengthens the
               capabilities for a sustainable future.


                 Key Points

                   •     Knowledge management is a complex undertaking, one that involves people and
               cultural issues, not just technology-related decisions.
                   •     Information seeking, particularly on the World Wide Web, should not always be
               taken at prima facie — there are political, commercial infl uences in addition to techni-
               cal constraints and these will all affect the type and volume of content that can be
               easily retrieved.
                   •     Organizational knowledge repositories should ensure information seeking is both
               objective and optimized, if not to each individual user at least to the different thematic
               groups or CoPs that exist within the company.
                   •     The type of organizational culture will often prove to be a KM barrier — this profi le
               needs to be assessed and characterized in order to allow for proactive actions to be
               taken.
                   •     The paradox of the value of an intellectual or knowledge asset is one of the
               major issues facing KM today. Human, structural, and customer capital will need
               to be codifi ed to some extent and their sharing promoted actively throughout the
               organization.
                   •     One of the most important challenges in ensuring success of KM applications is
               putting into place the appropriate rewards and punishments to motivate knowledge
               workers to share knowledge. This means there has to be  “ something in it for me ”  as
               well as for the CoP and the organization.
                   •     KM has enjoyed a steady and pervasive growth into many business functions and
               the future of KM lies in KM becoming part of the how knowledge workers carry out
               their professional tasks.
                   •     There continues to be a need for KM to be able to demonstrate its value.
                   •     KM requires a holistic perspective, one that encompasses business goals, people,
               processes, technologies, and organizational context.
                   •    KM requires a comprehensive approach, one that addresses each step in the KM
               cycle.
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