First-generation Knowledge Management Approach
First-generational knowledge management (KM) dealt with the supply side of the life cycle only. By contrast second-generation KM strategies use the whole life cycle, both the supply and the demand sides. For instance, first-generation knowledge management relied more on technology relative to strategy in that it tried to trap knowledge with technology. This knowledge was then used to advance the business process by directing the behavior of personnel. In this process organizational knowledge is assumed to be in existence, and all one has to do is capture it. While this has been effective, it also was limiting in creating new knowledge (McElroy, 2001).Advantages of Second-generation Knowledge Management Over First-generation Knowledge Management
However, since second-generation knowledge management utilizes the whole life cycle, this is no longer the case. Second-generation KM is involved with the creation and integration of knowledge. So, no longer are we to just rely only on knowledge that is thought to exist, we can create it. Knowledge is gained, and produced from people within organizations, thus, it’s a social process. Here, the difference would be the total integration of the life cycle. This, of itself, makes or creates the environment for the sustainability of innovation. And, again, this is so because second-generation knowledge management impacts the whole knowledge life cycle (KLC). Thus, while first-generation knowledge management works with existing knowledge, second-generation KM help produce and integrate new knowledge that impacts the KLC (McElroy, 2002).
Reference
McElroy, M. (2001, October). Second-generation knowledge management. Presentation at KMWorld 2001 Conference and Exposition, Santa Clara, CAMcElroy, M. (2002). The new knowledge management—Complexity, learning, and sustainableinnovation. (Excerpt). Burlington, MA: Butterworth-Heinemann, 2002.
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