SYSTEMIC KNOWLEDGE MANAGEMENT: DEVELOPING A MODEL FOR MANAGING ORGANISATIONAL ASSETS FOR STRATEGIC AND SUSTAINABLE COMPETITIVE ADVANTAGE

Abstract: Intellectual capital and knowledge have been explored and pursued along varied dimensions particularly from the early ‘90s, when the world saw a sudden surge towards recognition of these resources as valuable, intangible assets. However, knowledge and its management were still thought to be focused primarily on artificial intelligence, databases and corporate intranets. Lately, there has been a growing inclination towards both its technological as well as the social connotations. This has led to the treatment of the management of knowledge in a more ‘systemic ’ fashion, rather than considering it an isolated and discrete constituent of managing intangible assets. This paper explores the ‘systems’ concept and looks at the dynamic interactions between all types of organisational assets: financial, tangible, and intangible. Following the definition of systems, the concepts of their wholeness and synergetic effects are discussed. Major types and classes of systems are then identified, followed by a detailed discussion of the key characteristics of the ‘social-systemic organisation’, as well as systems thinking and practice in organisations. Knowledge and its management being the focus of this study, a model based on systems thinking and practice in organisations is developed and elucidated. This model endeavours to include the social as well as technological implications along with the subsystems, parts, and elements of the entire organisational system which have to be considered in an attempt to effectively manage knowledge in a more holistic manner, rather than treating it as a secluded and disconnected function. Prior to conclusion, the model is further exemplified by a practical illustration using an organisation that employs such a model to manage its intangible assets