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The New Knowledge Management: Complexity, Learning, and Sustainable Innovation
to develop their own strategy. There were two areas that needed extending. Firstly, the earlier chapters discussing change and leadership were revisiting standard managerial theory and lacked insightful applications to the particular context under discussion. Secondly, the final chapter, as would be expected, is where the authors discuss lessons for the future. This ends up as lists of bullet points which, whilst they provide a useful summary of the issues and ideas raised within the book, they do not develop them any further. This lack of in-depth conclusion would be less of a problem had the earlier chapters provided more discussion and evaluation of strategic solutions, but much of the book consists of descriptions of problems and solutions, with little analysis as to why this was the right strategy and why it worked. For example, it was clear that Professor Marmar Mukhopadhyay used an understanding of systems thinking to underpin his ideas and decisions but, unless the reader is familiar with such ideas, the emerging strategy is unclear. There is the phrase “besides vision building” (p.201) which is, surely, one of the fundamental elements of the leadership strategy, yet this is not explored. What comes through from the interviews is that each of the individuals had a clear vision that they worked with and developed into a strategy. It is, therefore, hard to determine if there are lessons to be learnt, or whether the real message is that as a leader, unless you have a vision, nothing is achievable. Overall, I felt that the interviews provided much useful information, but there needed to be more analysis of the ideas presented in the other chapters. This is not to say that the book is not a useful contribution. The objective of inspiring and guiding those who will be leading education and training and providing ideas for the future is laudable, and the focus upon the real need for education and training to take leadership and change seriously is to be welcomed. Raising awareness of the issues is, in itself, an achievement. Moreover, if the reader is in the education and training field and does not have a background in any form of management, or has not been exposed to current, topical literature, then this book will make a useful introductory text. Nevertheless, as it stands the book, whilst providing a great deal of food for thought, does not really offer solutions or ways forward. Deborah A. Blackman University of Surrey, Guildford, Surrey GU2 7XH, UK doi:10.1016/S0024-6301(03)00079-7
The New Knowledge Management: Complexity, Learning, and Sustainable Innovation Mark W. McElroy, Butterworth-Heinemann, (2003), 264pp, £19.99
In his new book, McElroy clearly demonstrates his thorough understanding of the field of knowledge management. Although it comprises many new ideas and perspectives for the subject, the author’s major contribution lies with his assertion of integrating learning systems in organizations at any level. He explains that understanding the presence of, and crucial role of, learning systems in human organizations is the central, immutable insight at the heart of the new knowledge management. Ultimately, this is the message that the author intends to deliver. The author has set out the book into four parts, taking readers step-by-step through the learning journey, towards the concepts of new knowledge management. Part 1 introduces the theory of the new knowledge management, with an all-important distinction being made between first and second-generation knowledge management. A significant proportion of Part 1 comprises a description and definition of the so-called knowledge life cycle - an important term used throughout the book. In Part 2, the practice implications of the new knowledge management are laid out in greater detail. Part 3 explores a prescription of achieving sustainable innovation, while Part 4 discusses the connection between the new knowledge management thinking and the field of intellectual capital. Briefly highlighted is the trajectory of returns from investments in knowledge management.
Long Range Planning, vol 36
2003
411
From the outset McElroy clearly defines what he means by the “New Knowledge Management”. In his view, it is the second generation of managing knowledge processes and a holistic way of thinking, which includes aspects of demand and supply – a view that is intended to provide readers with a clear idea of what knowledge management is. The author stresses that the significance lies in not just sharing or creating knowledge, but rather the recognition of the entire knowledge life cycle at work in human social systems. This concept of the knowledge life cycle is reinforced consistently throughout the book. One major assertion made by McElroy is his clear definition for many new controversial terminologies in knowledge management, such as knowledge process management, knowledge life cycle, and social innovation capital amongst many others. These definitions help to solidify the “knowledge” in the field of knowledge management. For this reason alone, the book should be a firstread item for many new researchers, managers and activists who are interested in the field. McElroy should be credited for his offering of new theoretical foundations in the field of new knowledge management. For example, he provides a theoretical foundation for the practice of both knowledge management and organizational learning that rests heavily upon the view of human social systems as complex adaptive systems. Although complexity theory is not a new concept, nor is the author the only practitioner who attempts to create a link between knowledge management and complex adaptive systems theory, his contribution paves the way for a solid foundation where practitioners of the new knowledge management can build tools and techniques for use in the real world. The significance of the complexity theory, which the author describes, is to provide an explicit model for how learning occurs in human organizations. Once again, this concept is in line with the author’s intention of recognizing the presence of learning systems in human organizations. A further significant characteristic found in the book is that several chapters have previously been published as journal articles, laying the basis for the book’s main strength and weakness. The main strength lies with the fact that the book brings together the author’s revised published materials and latest thinking in the field, combining them with many innovative ideas and perspectives in a way that informed readers should find refreshing, and new readers inspiring. The book’s weakness lies with the fact that it does not provide the in-depth analysis of some issues that specialists or practitioners will expect or require. For instance, the author has no intention to provide an in-depth discussion of the research relating to the exploding new field of intellectual capital, even though many senior managers, accountants, and academics view the field as being the last and only sustainable untapped resource of competitive advantage in business. Although the author provides a missing part (described as the firm’s essential capacity to produce and integrate its knowledge) of the knowledge management puzzle for the readers, his research only touches on the surface of the concept of social innovation capital. Nevertheless, this book is an easy to understand and a well-structured knowledge management book, with the structure reflecting its title. In addition, the book contains a number of useful diagrams, many of which have been published before but revised to help readers implement the ideas expressed. It book provides both a valuable theoretical underpinning, and a wealth of insights relating to knowledge managers in business organizations. The whole cyclic concept in particular, provides a more complete picture of knowledge management, which should attract researchers and practitioners from the first and second-generation, as well as from the field of intellectual capital. McElroy has brought knowledge management concepts into a new generation, and these concepts will surely lead to discussions and debates among both academics and business managers in the years to come. Eric Kong Monash Unviersity, Australia doi:10.1016/S0024-6301(03)00076-1
412
Book Reviews and Review Briefs
The New Knowledge Management: Complexity, Learning, and Sustainable Innovation Mark W. McElroy, Butterworth-Heinemann, (2003), 264pp, £19.99
In his new book, McElroy clearly demonstrates his thorough understanding of the field of knowledge management. Although it comprises many new ideas and perspectives for the subject, the author’s major contribution lies with his assertion of integrating learning systems in organizations at any level. He explains that understanding the presence of, and crucial role of, learning systems in human organizations is the central, immutable insight at the heart of the new knowledge management. Ultimately, this is the message that the author intends to deliver. The author has set out the book into four parts, taking readers step-by-step through the learning journey, towards the concepts of new knowledge management. Part 1 introduces the theory of the new knowledge management, with an all-important distinction being made between first and second-generation knowledge management. A significant proportion of Part 1 comprises a description and definition of the so-called knowledge life cycle - an important term used throughout the book. In Part 2, the practice implications of the new knowledge management are laid out in greater detail. Part 3 explores a prescription of achieving sustainable innovation, while Part 4 discusses the connection between the new knowledge management thinking and the field of intellectual capital. Briefly highlighted is the trajectory of returns from investments in knowledge management.
Long Range Planning, vol 36
2003
411
From the outset McElroy clearly defines what he means by the “New Knowledge Management”. In his view, it is the second generation of managing knowledge processes and a holistic way of thinking, which includes aspects of demand and supply – a view that is intended to provide readers with a clear idea of what knowledge management is. The author stresses that the significance lies in not just sharing or creating knowledge, but rather the recognition of the entire knowledge life cycle at work in human social systems. This concept of the knowledge life cycle is reinforced consistently throughout the book. One major assertion made by McElroy is his clear definition for many new controversial terminologies in knowledge management, such as knowledge process management, knowledge life cycle, and social innovation capital amongst many others. These definitions help to solidify the “knowledge” in the field of knowledge management. For this reason alone, the book should be a firstread item for many new researchers, managers and activists who are interested in the field. McElroy should be credited for his offering of new theoretical foundations in the field of new knowledge management. For example, he provides a theoretical foundation for the practice of both knowledge management and organizational learning that rests heavily upon the view of human social systems as complex adaptive systems. Although complexity theory is not a new concept, nor is the author the only practitioner who attempts to create a link between knowledge management and complex adaptive systems theory, his contribution paves the way for a solid foundation where practitioners of the new knowledge management can build tools and techniques for use in the real world. The significance of the complexity theory, which the author describes, is to provide an explicit model for how learning occurs in human organizations. Once again, this concept is in line with the author’s intention of recognizing the presence of learning systems in human organizations. A further significant characteristic found in the book is that several chapters have previously been published as journal articles, laying the basis for the book’s main strength and weakness. The main strength lies with the fact that the book brings together the author’s revised published materials and latest thinking in the field, combining them with many innovative ideas and perspectives in a way that informed readers should find refreshing, and new readers inspiring. The book’s weakness lies with the fact that it does not provide the in-depth analysis of some issues that specialists or practitioners will expect or require. For instance, the author has no intention to provide an in-depth discussion of the research relating to the exploding new field of intellectual capital, even though many senior managers, accountants, and academics view the field as being the last and only sustainable untapped resource of competitive advantage in business. Although the author provides a missing part (described as the firm’s essential capacity to produce and integrate its knowledge) of the knowledge management puzzle for the readers, his research only touches on the surface of the concept of social innovation capital. Nevertheless, this book is an easy to understand and a well-structured knowledge management book, with the structure reflecting its title. In addition, the book contains a number of useful diagrams, many of which have been published before but revised to help readers implement the ideas expressed. It book provides both a valuable theoretical underpinning, and a wealth of insights relating to knowledge managers in business organizations. The whole cyclic concept in particular, provides a more complete picture of knowledge management, which should attract researchers and practitioners from the first and second-generation, as well as from the field of intellectual capital. McElroy has brought knowledge management concepts into a new generation, and these concepts will surely lead to discussions and debates among both academics and business managers in the years to come. Eric Kong Monash Unviersity, Australia doi:10.1016/S0024-6301(03)00076-1
412
Book Reviews and Review Briefs