Preface for the Third Edition - Read

Preface for the Third Edition
Three years have gone by since the second edition of this book. A number of developments
could be observed over this period that have affected knowledge management
(KM) and knowledge management systems (KMS). There is much more
awareness about the importance of knowledge as strategic asset. Thus, the management
part in KM has been strengthened with more emphasis on knowledge-intensive
business processes, on process-oriented design of KM activities and on
targeted interventions with the help of a set of KM instruments. Supporting KM
with information and communication technologies (ICT) has survived the through
of disillusionment. KM has gained increasing attention from diverse research disciplines.
Indicators are the number of publications, conferences, Bachelor, Master
and advanced education programs, new journals or existing journals the mission of
which has been changed to focus KM or to extend the existing focus to include
KM. After some slow-down, KM is also back on the agenda in many businesses
and organizations. Indicators are an increasing number of case studies, growing
interest in KM-oriented industry networks, a higher demand for internships, student
workers as well as part- and full-time personnel with experience in KM, as
well as more attendance on KM conferences, workshops and the like.
Skeptics thought that KM was yet another passing management fad denoting
either something that we have always been doing or something that we would (and
should) never pursue. In a global trend to cut costs, many KM programs suffered.
However, the underlying goal of substantially increasing productivity of knowledge
work has paved the ground for an enduring effort that does not shy away from
the uneasy questions that arise when it comes to showing the impact of KM initiatives
and KMS on the financial results of an organization. Even though economics
of knowledge (management) theoretically are only marginally understood, many
organizations now use indicators to measure success of their KM initiatives. More
and more organizations have implemented KM and KMS in the last decade. Many
have included some knowledge-oriented aspects into their standard management
practices. From a technical perspective, some innovative developments of the mid