Complex Information Environments: Issues in Knowledge Management and Organisational Learning

Making the best use of knowledge as one of the most
important organizational resources is a major aim of
sound management practice, striving to achieve reduction
of risk, duplication of effort, and uncertainty in the
day-to-day work of an organization (Galbraith, 1994; Sanchez & Heene,
1997). A survey of literature on organizational requirements for knowledge
management indicates that the matter is also of some theoretical
importance, having brought to light several reasons for the attention that
knowledge management is currently receiving.
Knowledge sharing, learning from experience, and open access to
information about the ways an organization works are made possible by
advanced information and communications technologies (ICT). ICT have
increased access to and decentralization of informational resources and
thus stimulated organizational learning (Walsh & Ungson, 1991).
Furthermore, the emergence of the global business community through
ecommerce and ebusiness has brought to light considerable benefits that
enhanced conditions for partnership and trust can bring to distributed
organizations. In particular, their access to global markets is considered
to be the key to their success, as it enables timely and effective response
to changing customer demands (Nonaka, 1991).