'Vigorous Knowledge Management'
Dr. Mirko Noordegraaf, Utrecht School of Governance University of Utrecht
Ministry of the Interior and Kingdom Relations, Public Sector Information Policy Directorate
The Netherlands
"Providing an understanding of how knowledge management is viewed is no more than an initial but nonetheless crucial step in reducing the confusion that lies concealed under the label of knowledge management. This confusion cannot be dismissed as merely semantic or conceptual confusion that is capable of being resolved by means of ‘pure’ terminology. The confusion has a paradigmatic nature: knowledge management can be regarded in fundamentally different ways. This means that the building blocks of knowledge management projects, such as specific instruments, have differing content and significance, and that fundamentally different combinations of building blocks are created. Different types of knowledge management exist, namely business management, policy management, strategic management and administrative management, each of which serves different goals."
"Strategic motives
The common factor in the third type of motive is that experts and managers use knowledge management to respond better to ambient developments. In terms of problem-setting it is argued that in present circumstances policy formation is encountering all kinds of obstacles, mainly because the ministry’s ‘grip’ on (knowledge-intensive) ambient developments is loosening. A strengthening of the strategic capacity need not be regarded merely as a strengthening of the ministry's own capacity. In various places, this ambition has an external dimension, namely to strengthen the strategic capacity of the Netherlands as a ‘knowledge-based society’. "
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