[an error occurred while processing this directive][an error occurred while processing this directive] ©  2000 CRC Press LLC NOWLEDGE    MANAGEMENT (KM)is becoming an important area for IS. In some firms, IS is called on to provide the infra- structure to support KM; in others, the IS function and people play an integral role in the development of KM    applications;    in    still    other instances, KM is an integral element of IS. There   is   a   danger   that   IS   will repeat the cycle of the MIS era in this new era of KM. In that cycle, IS first was little more than a backroom ser- vice function, then became recog- nized as a key enabler of business processes, and then finally became recognized   as   a   value-enhancing core element of the enterprise. To avoid experiencing this same cycle again in the KM era, IS must recog- nize   its   strengths   and   weaknesses relating to KM and seek to proac- tively play an integral role in it from its inception. KNOWLEDGE MANAGEMENT KM is a diverse area because the potential   for   applying   knowledge beyond the purview of the individual who develops it or possesses it is so great. Moreover, there are many dif- ferent kinds of knowledge and there are many processes and systems that have been developed for facilitating its explication, transfer, and applica- tion. For instance, most KM practi- tioners   would   list   communities   of practice,   best   practices   databases, expert networks, knowledge reposi- tories,   and   virtual   workspaces   as common manifestations of KM. With such diversity, it is difficult to make generalizations about KM or even to precisely define it. Various enterprises   define   KM   in   different ways   and   have   different   KM   pro- grams and systems. However, as var- ious   systems   are   developed   and tested,   there   are   certain   principles that are emerging. Those that most impact   IS   should   be   of   interest because   they   provide   insight   into how IS can make itself more impor- tant to KM and to the organization. KNOWLEDGE    IS    DIFFERENT FROM INFORMATION A primary impact of KM on IS is that it requires the IS function and its sys- tems to deal with a new entity—not the familiar data or information, but knowledge.   Those   who   think   that this distinction is not such a big deal should consider that while most data and information are explicit (i.e., exist- ing in the form of symbols), most of the organization’s knowledge is tacit in that it exists only in the minds of individuals or is embedded in the processes of the organization. Dealing even with explicit STRATEGIC PLANNING Because knowledge management (KM) is based on the nebulous concept of knowledge instead of binary bits of data,IS managers must adopt a new set of strategies in order to become key players in KM.The subtle nature of knowledge requires IS managers to sharpen their people skills and to recast information systems from their traditional roles of processing and disseminating data. K PLAYING AN INTEGRAL ROLE IN KNOWLEDGEMANAGEMENT William R. King WILLIAM R. KING has the title of University Professor at the University of Pittsburgh. He has served as founding pres- ident of the Association for Information Systems (AIS), as president of the Institute of Management Science (now INFORMS), and as editor-in-chief of the MIS Quarterly. He may be contacted at billking@katz.pitt.edu.