Advertisement

Engaging Tensions of Knowledge Management Control

  • Kevin C. Desouza
  • Yukika Awazu

Abstract

Any proficient activity calls for balance, which normally entails striking the right median between extremes. As they say, ‘All work and no play makes Jack a dull boy,’ or ‘Don’t overdo things.’ Management needs to strike the right balance when it comes to deciding how best to control resources, processes, and assets under its purview. Managing knowledge management programs is no different, and entails a judicious balance in managing the tensions of centralization and decentralization.

Keywords

Knowledge Management Knowledge Creation Knowledge Worker Knowledge Asset Joint Engagement 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

Notes

  1. 2.
    Schumpeter, J.A. (1934). The Theory of Economic Development. Cambridge, MA: Harvard University Press.Google Scholar
  2. 3.
    Brown, J.S. and Duguid, P. (2001). “Creativity Versus Structure: A Useful Tension,” Sloan Management Review, 42 (4), 93–4.Google Scholar
  3. 4.
    Coase, R.H. (1937). “The Nature of the Firm.” Economica, 4 (16), 386–405CrossRefGoogle Scholar
  4. Williamson, O.E. (1981). “The Economics of Organization: The Transaction Cost Approach,” American Journal of Sociology, 87 (3), 548–77.CrossRefGoogle Scholar
  5. 5.
    Davenport, T.H., Thomas, R.J. and Cantrell, S. (2002). “The Mysterious Art and Science of Knowledge-Worker Performance.” Sloan Management Review, 44 (1), 23–30.Google Scholar
  6. 6.
    Awazu, Y. and Desouza, K.C. (2004). “Open Knowledge Management: Lessons from the Open Source Revolution,” Journal of the American Society for Information Science and Technology, 55 (11), 1016–19.CrossRefGoogle Scholar
  7. 7.
    von Hippel, E. and von Krogh, G. (2003). “Open Source Software and the ‘Private-Collective,’ Innovation Model: Issues for Organization Science,” Organization Science, 14 (2), 209–23.CrossRefGoogle Scholar
  8. 8.
    Williamson, O.E. (1975). Markets and Hierarchies: Analysis and Antitrust Implications. New York: Free Press.Google Scholar
  9. 9.
    Desouza, K.C. and Awazu, Y. (2004). “Need-to-Know: Organizational Knowledge and Management Perspective,” Information Knowledge Systems Management, 4 (1), 1–14.Google Scholar

Copyright information

© Kevin C. Desouza and Yukika Awazu 2005

Authors and Affiliations

  • Kevin C. Desouza
    • 1
  • Yukika Awazu
    • 2
  1. 1.ChicagoUSA
  2. 2.ChicagoUSA

Personalised recommendations