Key Issues In The New Knowledge Management

"This book is essential for academics, managers, and consultants who want to increase innovation, effectiveness and strategic focus in their organizations. The authors adroitly link the often-abstract issues of information processing and knowledge creation with the tangible and crucial management issues of organizational learning, motivation and culture that executives often neglect when formulating a knowledge management strategy. By relating these concepts in a straightforward, relevant and empowering way, Firestone and McElroy achieve [in this book] what Peter Senge has done for the field of organizational learning. Their carefully conceived structure and highly accessible framework has the capacity not only to inform, but to transform organizations and those who work in them. I highly recommend this book and the others in KMCI's series."
- Benyamin Bergmann Lichtenstein, Ph.D., Assistant Professor of Entrepreneurship and Emerging Enterprises, Syracuse University

"Joe Firestone's and Mark McElroy's new book is a welcome look at some of the pendant issues to be addressed by any formal attempt to build a conceptual and technical KM system. Their views, drawn from learned analyses and extensive practice, challenge several widely held conceptions. Serious KM professionals and students will find these issues both stimulating and refreshing. They are bound to be engaged by the pertinence of the authors' questions and they will either be convinced by their innovative answers or be inspired to find their own. Key Issues in The New Knowledge Management is a critical reading for anyone who envisions a place for themselves on the KM map in the years ahead."
- Professor Francisco J. Carrillo, Director, Center for Knowledge Systems, ITESM

When was the last time you saw a careful, well-documented discussion of the nature of knowledge? Or a comprehensive treatment of the difference between Knowledge Management and Information Management? Or a systematic discussion of how knowledge claims are formed and evaluated in organizations?

Key Issues in the New Knowledge Management is the first book to take an issues-oriented approach to the central concerns of KM. It is also a pivotal book in the development of The New Knowledge Management paradigm because it demonstrates its ability to do what a new paradigm must. Namely, illuminate in novel ways a wide variety of problems in the field it addresses.

Joseph M. Firestone, Ph.D. is Vice President and Chief Knowledge Officer, Executive Information Systems, Inc.; Executive Vice President, Education, Research and Membership, and Co-CEO, Knowledge Management Consortium International (KMCI).
Mark W. McElroy is President and Co-CEO, Knowledge Management Consortium International (KMCI), and CEO of Macroinnovation Associates, LLC.

Member of the Board of Directors and the Executive Committee of the Knowledge Management Consortium International (KMCI); Director of the Knowledge and Innovation Management Certification Program (CKIM); Director, KMCI Research Center; Editor-in-Chief, 'Knowledge and Innovation: Journal of the KMCI'; KMCI Secretary/Governing Council KMCI Institute.

Mark W. McElroy is president of the Knowledge Management Consortium International (KMCI), the largest professional association of KM practitioners in the world. He is a thought leader, consultant, and award-winning author in the fields of knowledge management, organizational learning, intellectual capital, and innovation. He is a twenty-five year veteran of management consulting, including time spent at Price Waterhouse and KPMG Peat Marwick. While at KPMG, he served as U.S. National Partner-In-Charge of the Enterprise Networks practice. Mr. McElroy’s career in knowledge management also includes time spent as a Principal in IBM’s Knowledge Management practice in Cambridge, MA.At present, Mr. McElroy is managing a small boutique called Macroinnovation Associates, LLC, created as a platform for the development of his latest work. MacroinnovationSM is an executable business model for organizational learning and innovation developed independently by Mr. McElroy and a colleague of his from academia. The Macroinnovation method (aka, the ‘policy synchronization method’) currently holds patent-pending status in the U.S. See www.macroinnovation.com for further details.