Engaging Tensions of Knowledge Management Control
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.
KeywordsDecen Dispatch Plague Cola
Unable to display preview. Download preview PDF.
- 2.Schumpeter, J.A. (1934). The Theory of Economic Development. Cambridge, MA: Harvard University Press.Google Scholar
- 3.Brown, J.S. and Duguid, P. (2001). “Creativity Versus Structure: A Useful Tension,” Sloan Management Review, 42 (4), 93–4.Google Scholar
- 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
- 8.Williamson, O.E. (1975). Markets and Hierarchies: Analysis and Antitrust Implications. New York: Free Press.Google Scholar
- 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