Knowledge, knowing, knower: what is to be managed and does it matter?

Abstract

A knowledge management (KM) scope denotes our conception about what is relevant and useful, concerns what and how we are to manage, in KM. KM scopes are thus chiefly responsible for the outlook and effect of KM efforts. Taking KM scope seriously will benefit KM by overcoming fragmentation and facilitating synergy. It is strategically important that managers and policymakers make transparent, reflect on, transform and innovate KM scopes before jumping into KM initiatives and investments. Drawing upon Confucian pragmatic teaching and Latour's actor network theory, this paper explores a multidimensional, integrative KM scope that embraces knowledge assets, knowing processes and knower relations. Such a scope allows a holistic appreciation of the rich contributions generated by diverse approaches, enables coherent KM interventions that exploit those contributions in an inclusive and complementary manner.