Chapters authored
Toward Management Based on Knowledge
In a world overwhelmed with pervasive digital technologies, the organization is transformed and becomes a socio-technical system which is constantly renewed. Organization needs specific skills, adapted to the values and to the cultures peculiar to each location. The cooperation and the mobility become a shape of inescapable work which rests on a permanent personal and collective learning. Beyond the information handled in the digital information systems, the role of the tacit knowledge, which is in each individual’s head, cannot be ignored. A constructivist attitude replaces a determinist attitude strongly deep-rooted in our educational modes. The managers have to pass from a posture of authority and of control to a posture of incitation, of support, and of accompaniment. The notions that are introduced in this chapter result from a managerial and socio-technical vision of knowledge management. They arouse essential reflections to develop a mode of management adapted to the digital transformation of the organizations called management based on knowledge.
Part of the book: Current Issues in Knowledge Management
Knowledge-Based Management: The Creative Power of Tacit Knowledge in the “Age of New Normal”
Contrary to managerial habits expressed by the statement of an objective or a demand for immediate solutions defined a priori according to a deterministic paradigm, the COVID-19 pandemic crisis induced a reversal of thought and the transition to a constructivist paradigm. This approach, which integrates hazards uncertainty (the path is made by walking), promotes an identification of problems independent of any anticipation of solutions. Thus, it leads to a Knowledge-Based Management without a representation of a predefined world. Organizations become sociotechnical systems, which are condemned to a permanent transformation. The cooperation and the mobility become dominant ways of work, which rests on a permanent personal and collective learning. Beyond the information processed in the digital information systems, the creative power of the tacit knowledge, which is in each individual’s brain, cannot be ignored. Decision-makers are confronted to unknown situations, and managers placed in hybrid (face-to-face and remote) working modes have to pass from a posture of authority and of control to a posture of incitation, of support, and of accompaniment. The models that are introduced in this chapter result from a constructivist and sociotechnical vision of knowledge management. They emphasize the role of tacit knowledge in the “age of new normal.”
Part of the book: Recent Advances in Knowledge Management