Knowledge Management Case Study Knowledge Management At Ernst & Young

Knowledge Management Case Study Knowledge Management At Ernst & Young-32
From that base can flow detailed approaches and plans.

The 1980s also saw the development of systems for managing knowledge that relied on work done in artificial intelligence and expert systems, giving us such concepts as "knowledge acquisition," "knowledge engineering," "knowledge-base systems, and computer-based ontologies.

The phrase "knowledge management" entered the lexicon in earnest.

In 1994 the IKMN published the results of a knowledge management survey conducted among European firms, and the European Community began offering funding for KM-related projects through the ESPRIT program in 1995.

Knowledge management, which appears to offer a highly desirable alternative to failed TQM and business process re-engineering initiatives, has become big business for such major international consulting firms as Ernst & Young, Arthur Andersen, and Booz-Allen & Hamilton.

By the mid-1990s, knowledge management initiatives were flourishing, thanks in part to the Internet.

The International Knowledge Management Network (IKMN), begun in Europe in 1989, went online in 1994 and was soon joined by the U.

In addition, a number of professional organizations interested in such related areas as benchmarking, best practices, risk management, and change management are exploring the relationship of knowledge management to their areas of special expertise (for example, the APQC [American Productivity and Quality Council] and ASIS [American Society for Information Science]).

We do not know one millionth of one percent about anything,” said Thomas Alva Edison who probably wouldn’t have appreciated Professor Davenport’s observation that the most valuable asset companies have is the knowledge of their employees.

A number of management theorists have contributed to the evolution of knowledge management, among them such notables as Peter Drucker, Paul Strassmann, and Peter Senge in the United States.

Drucker and Strassmann have stressed the growing importance of information and explicit knowledge as organizational resources, and Senge has focused on the "learning organization," a cultural dimension of managing knowledge.

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