Engaging tensions of knowledge management control

Kevin C. Desouza, Yukika Awazu

Research output: Contribution to journalArticle

11 Citations (Scopus)

Abstract

Any proficient activity calls for balance, which normally entails striking the right median between extremes. Management needs to strike the right balance when it comes to deciding how best to control resources, processes, and assets under its purview. Managing knowledge management programmes is no different, and entails a judicious balance in managing the tensions of centralisation and decentralisation. The important question is: When should one choose a centralised mechanism for knowledge management versus a decentralised one? The answer lies in three aspects: type of knowledge process, type of knowledge workers, and type of knowledge we are seeking to manage.

Original languageEnglish (US)
Pages (from-to)1-13
Number of pages13
JournalSingapore Management Review
Volume28
Issue number1
StatePublished - Mar 2006
Externally publishedYes

Fingerprint

Knowledge management
Management control
Median
Resources
Centralization
Knowledge workers
Knowledge types
Assets
Decentralization
Knowledge processes

ASJC Scopus subject areas

  • Business, Management and Accounting (miscellaneous)

Cite this

Desouza, K. C., & Awazu, Y. (2006). Engaging tensions of knowledge management control. Singapore Management Review, 28(1), 1-13.

Engaging tensions of knowledge management control. / Desouza, Kevin C.; Awazu, Yukika.

In: Singapore Management Review, Vol. 28, No. 1, 03.2006, p. 1-13.

Research output: Contribution to journalArticle

Desouza, KC & Awazu, Y 2006, 'Engaging tensions of knowledge management control', Singapore Management Review, vol. 28, no. 1, pp. 1-13.
Desouza, Kevin C. ; Awazu, Yukika. / Engaging tensions of knowledge management control. In: Singapore Management Review. 2006 ; Vol. 28, No. 1. pp. 1-13.
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