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Doctoral Candidate

By Andrew Chak and On See


The ability to manage and leverage internal and external knowledge has come to be accepted as a source of competitive advantage (Gallupe, 2001). As a result, practitioners have spent billions of dollars on knowledge management related services and systems. According to International Data Corporation, the knowledge management consulting service market is estimated to be $10.3 billion US dollars by 2004, and knowledge management software market is estimated to be $5.4 billion US dollars. As with the management of all other critical resources within an organization, many different interests are at stake and as a result, power and politics have been acknowledged as an important factor in knowledge management. As Davenport and Prusak (1998) noted, “If politics plays no part in a knowledge management initiative, it is a safe bet that the organization perceives nothing of value is at issue ” (p. 79). According to Jarvenpaa and Staples (2001), “in the knowledge economy, knowledge is touted to be the source of power. Information can be seen as an asset that is to be owned and controlled by individuals in order to elevate their own power and status relationships in organizations ” (p. 172). It is therefore important to understand the relationship between knowledge and power. Power relationships are an integral part of the political milieu o

Year: 2011
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