The dual paradigm nature of knowledge management: implications for achieving quality outcomes in human resource management

Abstract

is currently Head of the Bachelor of Business (BAdmin) course for RMIT University's programs in Hong Kong. Marianne has lived and worked in several Asian countries and has held senior academic and administrative posts. Marianne has 20 years experience as a human resource manager and was President of her own ®rm in Canada. She is also a Director of St. Louis Management. Marianne has published many articles on international management and knowledge management

Dynamic capabilities and the role of organizational knowledge: an exploration

“…One clear distinction that emerged in the literature was a divide between those interested in the 'technology' side and those emphasizing the 'social' side of knowledge management (Alvesson & Karreman, 2001;Gloet & Berrel, 2003). As summarized in Table 1, each one of these perspectives derives from the different understandings of knowledge and its creation through learning (Easterby-Smith & Araujo, 1999;Thomsen & Hoest, 2001;Gnyawali & Stewart, 2003).…”

Dynamic Capabilities and Knowledge Management: an Integrative Role for Learning?*

“…Similar to organizational knowledge, there is a basic divide between those interested in the technology of knowledge management and those who see human processes as being paramount (Alvesson and Karreman, 2001;Easterby-Smith and Araujo, 1999;Gloet and Berrell, 2003). The technology side focuses on the information processing and business information systems which are designed to manage knowledge.…”

Determination of the Knowledge Management Strategy (A Case: Iran Alloy Steel Company)

“…Gloet and Berrell stated that there is a tendency for the implementation of an exploitative strategy, as people feel at ease in such an environment. It also offers more structure and precision to deal with explicit rather than tacit knowledge [12].…”