Knowledge management is a topic that crosses borders of various kinds, such as those between departments, between organisations or between countries. In this paper we will consider various issues relating to knowledge management, in the context where more than one department/organisation/country is involved. To do this, we place an emphasis on knowledge management as a process, rather than as an organisational system or, worse, as a piece of technology. This process involves trust, negotiation—and indeed some technological support. In this paper we wish to introduce the concept of ‘triangles of trust’, and to focus on where ‘the top meets the bottom’ in terms of knowledge management and organisational learning. Partial examples will be offered in support of our views, but no full and complete examples—knowledge management simply is not well enough understood or documented for that yet. Our overall conclusion is that there is no one best way to “do” knowledge management, but there are principles that ought to be applied.
Bibliographical noteThis is a post-peer-review, pre-copyedit version of an article published in Journal of the Operational Research Society. The definitive publisher-authenticated version Edwards, John S. and Kidd, J.B. (2003). Knowledge management sans frontières. Journal of the Operational Research Society, 54 , pp. 130-139] is available online at: http://www.palgrave-journals.com/jors/journal/v54/n2/full/2601419a.html
- Information technology
- Knowledge management
- Management learning
- Trust, mini-cases