Management of Strategic Knowledge with Information Technology Approach

Strategic Knowledge is a tern used by some to refer to what might be termed know-when and know-why. Although Management of Strategic Knowledge seems reasonable to conceive of these as aspects of doing, it is difficult to envision them as being separate from that doing. In other words, we can separate out strategic knowledge only in the describing, not the doing. Consequently, strategic knowledge and Information Technology is probably best thought of as a subset of declarative knowledge instead of its own category. Most administrative and procurement officials have been less exposed to the benefits, and hence, are less open to the use of the Value Method on their programs. Many of these managers have not heard of the process. Others are unaware of its potential benefits and are unfamiliar with the costs of a value study. Traditionally, the project or process benefiting from the value study pays the cost of conducting it. For administrative or procurement processes, a proposed study may complete directly with salaries for funds. Therefore, Intelligent Knowledge administrative and procurement mangers do not perceive that immediate benefits are obtainable through a value study by Knowledge Sharing. An additional consideration affecting acceptance is that an administrative or procurement related activity may have an associated legislated by Knowledge Sharing. The Intelligent Knowledge intent of these agendas may have good motives behind them. However, in such situations the responsible individuals or organizations may prefer that the agenda be less open to scrutiny. These definitions allow reviewers of a study to quickly understand its scope and limits. To ensure the opportunity to achieve the highest value, Management of Strategic Knowledge staff attempt to keep management or administration directed mission charges flexible enough to allow innovation. Further, Intelligent Knowledge studies, by definition, remain totally independent.