Information Management to Knowledge Management

Topics: Management, Strategic management, Business process Pages: 37 (13109 words) Published: December 31, 2012
Integrating Knowledge Management Technologies in Organizational Business Processes: Getting Real Time Enterprises to Deliver Real Business Performance Accepted for publication in the Journal of Knowledge Management (Emerald) Special Issue on ‘Knowledge Management and Technology’, Q3, 2004. The author: Dr. Yogesh Malhotra is the Founding Chairman and Chief Knowledge Architect of BRINT Institute, LLC, the New York based research, advisory, and e-learning company internationally recognized for its research, practice, and thought leadership on Knowledge Management. He serves on the faculty of the Syracuse University School of Management and taught earlier on the faculty of Kellogg School of Management and Carnegie Mellon University. His recent advisory engagements include United Nations, National Science Foundation, Conference Board, Intel Corporation, Government of Mexico, U.S. Federal Government, Government of Netherlands, and Ziff Davis. Over the past two decades of his professional career, he has advised world governments and corporations on knowledge management and business technology strategy; founded the world's most reputed network for worldwide business technology management and knowledge management professionals; developed a B2B enterprise with a client roster of world's most prestigious companies; and held senior management consulting and project management positions with Fortune 100 and global multinationals in healthcare, banking and finance, software development, car manufacturing, and process engineering. His professional contributions to the advancement of worldwide research and practice in Knowledge Management are the subject of biographical reference in Marquis Who's Who in America, Marquis Who's Who in the World, and, Marquis Who's Who in Finance and Industry. Web: E-mail:

Keywords: Knowledge Management Failures, Knowledge Management Technologies, Real Time Enterprises, New Business Models, Business Processes, Business Performance, Return on Investment, Strategy Pull versus Technology Push Business Models Abstract: Recent industry case studies provide illustrative examples of successes and failures in integrating knowledge management technologies for enabling organizational business processes and new business models. Based upon insights from selected case studies, this article identifies three key paradigms that have characterized the implementation of KM systems, technologies, and techniques in organizational business processes. Taking a critical view of the mainstream characterization of KM technologies, this article highlights the 'critical gaps' between technology inputs, related knowledge processes, and business performance outcomes. Drawing upon the above issues, the article develops pragmatic understanding for leveraging the power of disruptive technologies through disruptive business value propositions and customer value propositions embedded in organizational business processes and enterprise business models1. Acknowledgements: Constructive comments offered by the special issue editor Eric Tsui and the two anonymous reviewers are gratefully acknowledged.


Technologies that may possibly transform the competitive structure of industries as well as market positions of the players are often described as disruptive technologies. A number of examples of such technologies are discussed in this article as well as in the illustrative case studies. However, the article’s key emphasis is on uniquely interesting and specific business value propositions and customer value propositions embedded in business models of best performing corporations that truly underlie the power realized through technologies characterized as disruptive or otherwise. This is illustrated by examples of companies that spectacularly failed despite deploying the technologies identified as ‘disruptive’ during any specific era as well as companies that succeeded despite being...
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