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CH Session3 G5
CH Session3 G5
Knowledge management traditionally has focussed on its technical aspects instead of its
people management aspects. Little attention has been paid to the interface of KM and HRM.
Knowledge management has been of considerable interests to KIFs. KIFs can be defined as
firms in which knowledge has more importance than other inputs, and human capital, as
opposed to physical or financial capital, dominates. Knowledge workers, with their high
levels of expertise and skills, are a valuable commodity and a relatively scarce resource
within the labour market. They are gold collar workers who demand and receive particularly
good terms and working conditions. Any attempt by management to curtail their autonomy
may lead to their exit from the firm. Their retention is crucial as many competing firms try to
entice them due to their scarce skills and expertise.
Existing literature
Ashkenas et al posited that in future organizations will cease to have boundaries between
levels and functions and become knowledge creating companies. There will be a departure
from traditional bureaucratic norms.
Nonakak and Takeuchi proposed that the knowledge creating company will not only have
implications for managerial roles but will also affect the company structure fundamentally.
Gumbly argues that those organisations that identify long-term benefits from implementing
KM (as opposed to those who simply desire to be part of the current movement) will by
necessity have to change not only their technology, but also operating systems, structures
and procedures.
Tampoe considered knowledge workers as key motivators. He identified personal growth,
operational autonomy and task achievement as most important to this type of worker, a
view supported by Scarbrough.