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Ignorance Management: The Lessons of Small Enterprises for Knowledge Management

Author

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  • Patrick Lambe

    (Straits Knowledge, Singapore)

Abstract

Knowledge management as traditionally espoused has two main strands: dealing with the aggregation of knowledge, and the transfer of knowledge. However, this official discourse and its key concepts grew out of the experience of large, mature, highly structured and dispersed enterprises. A look at the environment in which small enterprises work suggests a different set of key concepts, considering the notions of experience and structural capital as key knowledge manipulation tools. These tools are particularly relevant to environments of high uncertainty, volatility and risk — and so also have a significant contribution to make to the direction of knowledge management for larger enterprises, where adaptiveness and ignorance management tools are becoming increasingly important.

Suggested Citation

  • Patrick Lambe, 2002. "Ignorance Management: The Lessons of Small Enterprises for Knowledge Management," Journal of Information & Knowledge Management (JIKM), World Scientific Publishing Co. Pte. Ltd., vol. 1(01), pages 41-47.
    • Handle: RePEc:wsi:jikmxx:v:01:y:2002:i:01:n:s0219649202000157
    DOI: 10.1142/S0219649202000157
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    Cited by:

    1. Yolande E. Chan & James S. Denford & Joyce Y. Jin, 2016. "Competing Through Knowledge and Information Systems Strategies: A Study of Small and Medium-Sized Firms," Journal of Information & Knowledge Management (JIKM), World Scientific Publishing Co. Pte. Ltd., vol. 15(03), pages 1-37, September.

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