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Segment and destroy: the missing capabilities of knowledge management

Kevin C. Desouza (Kevin C. Desouza is the President of The Engaged Enterprise. He has authored Managing Knowledge with Artificial Intelligence (Quorum Books, 2002), and co‐authored Managing Information in Complex Organizations (M.E. Sharpe, 2005). He recently edited New Frontiers of Knowledge Management and co‐authored Engaged Knowledge Management. In addition, he has published over 80 articles in prestigious academic and practitioner journals. (desouza@engagedenterprise.com))
Yukika Awazu (Vice President at The Engaged Enterprise and a Research Fellow at the Institute for Engaged Business Research, the Think‐Tank of the Engaged Enterprise. She has recently co‐authored Engaged Knowledge Management (Palgrave Macmillan, 2005). (awazu@engagedenterprise.com))

Journal of Business Strategy

ISSN: 0275-6668

Article publication date: 1 August 2005

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Abstract

Purpose

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To draw management and scholarly attention to two missing capabilities in a knowledge management program: segmentation capability and destruction capability.

Design/methodology/approach

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An opinion paper based on consulting and research experiences of the authors.

Findings

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Organizations that consider the two missing capabilities have witnessed significantly improved knowledge management programs compared with when the capabilities were missing from their agenda. In addition to the two missing capabilities, the third capability – protection capability – may need due attention.

Research limitations/implications

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The two missing capabilities can be further investigated as important constructs. The two capabilities complement and augment their peer capabilities (creation, transfer, storing, retrieving and applying). The intricacies of the missing capabilities and the known capabilities need to be further studied.

Practical implications

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If an organization neglects the two capabilities, the benefits of their knowledge management program will be limited. Organizations can cultivate the two missing capabilities effectively and efficiently by following the suggestions of the paper.

Originality/value

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This is the first paper that discusses the two missing knowledge management capabilities exclusively and connects their role and importance to known capabilities.

Keywords

Citation

Desouza, K.C. and Awazu, Y. (2005), "Segment and destroy: the missing capabilities of knowledge management", Journal of Business Strategy, Vol. 26 No. 4, pp. 46-52. https://doi.org/10.1108/02756660510608558

Publisher

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Emerald Group Publishing Limited

Copyright © 2005, Emerald Group Publishing Limited

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