From knowledge as a commons to organization as a commons

Description: In the era of the information society, of a volatile, uncertain, complex and ambiguous (vuca) world, building knowledge collaboratively appears indispensable to adapt to the rapid changes in our environment. Further, this knowledge should be considered as a common good in a collective driven by the principles of reciprocity, autonomy, transparency, and trust. Point of view: It seems that such an approach is made possible by a view of organizations that focuses on individuals-in particular, on their freedom, their responsibility, and their well-being at work. In this context, the organization is conceived of as a commons whose sustainability depends on collaborative knowledge management, itself conceived of as a commons. Purpose: After highlighting the volatile, uncertain, complex, and ambiguous character of the current knowledge environment, this article shows that managing knowledge through collaborative processes (which may be characterized by the concept of the commons) appears indispensable to adaptation in this unstable setting. Also, it discusses the idea that managing knowledge as a commons leads to a deep alteration of the way organizations are managed. Conclusions: Combining an approach to knowledge as a commons with an organization that operates as a commons should question the ways we manage our organizations.