From Information Management to Knowledge Management: Beyond the 'Hi-Tech Hidebound' Systems Malhotra, Yogesh (2000). From Information Management to Knowledge Management: Beyond the 'Hi-Tech Hidebound' Systems.  In K. Srikantaiah & M.E.D. Koenig (Eds.), Knowledge Management for the Information Professional.  Medford, N.J.: Information Today Inc., 37-61. [Dr. Yogesh Malhotra is the founder and chief knowledge architect of @Brint.com portals and networks.] Abstract Most  extant  knowledge  management  systems  are  constrained  by  their  overly  rational,  static  and acontextual  view  of  knowledge.  Effectiveness  of  such  systems  is  constrained  by  the  rapid  and discontinuous change that characterizes new organizational environments. The prevailing knowledge management paradigm limits itself by its emphasis on convergence and consensus-oriented processing of   information.   Strategy   experts   have   underscored   that   the   focus   of   organizational   knowledge management should shift from ‘prediction of future’ [that cannot be computed] to ‘anticipation of surprise.’ Such systems may be enabled by leveraging the divergent interpretations of information based upon the meaning-making capability of human beings. By underscoring the need for synergy between innovation and creativity of humans and the advanced capabilities of new information technologies, this article advances current thinking about knowledge management.   "To conceive of knowledge as a collection of information seems to rob the concept of all of its life... Knowledge resides in the user and not in the collection. It is how the user reacts to a collection of information that matters."    -- Churchman (1971, p. 10). Introduction The current conceptualization of information technology (IT) enabled knowledge management suffers from the fallibility in imposing the traditional information-processing model on the strategic needs   of   contemporary   organizations.   The  traditional  knowledge  management  model  emphasizes convergence and compliance to achieve pre-specified organizational goals. The knowledge management systems were modeled on the same paradigm to ensure adherence to organizational routines built into information technology. Optimization-based routinization of organizational goals with the objective of realizing greater efficiencies was suitable for an era marked by a relatively stable and predictable environment.   However, this model is increasingly inadequate for an era characterized by increasing pace of discontinuous environmental change (Arthur, 1996, Nadler et al., 1995). The new era requires continual reassessment   of   routines   embedded   in   organizational   decision-making   processes   to   ensure   that