A tenth anniversary assessment of Davenport and Prusak (1998/2000) Working Knowledge: Practitioner approaches to knowledge in organisations

Davenport and Prusak's Working Knowledge is aimed at practitioners. The tenth anniversary of the paperback edition of Davenport and Prusak's Working Knowledge is evaluated using two approaches. First, a practitioner view of knowledge management (KM) is examined from two lenses: the authors’ definition of knowledge and their view of knowledge processes for knowledge sharing or hoarding. The second approach considers their advice to ensure that knowledge is neither mismanaged nor unmanaged in organisations (p. xxi). Davenport and Prusak's advice takes three forms. First, they provide a rationale for knowledge sharing based around its value when lost. Second, they provide advice on the processes that facilitate knowledge sharing. Third, they reinforce the continuing importance of organisational values. At a time when the cost pressures facing contemporary businesses reduce funds available for technological codification of knowledge and knowledge‐supporting activities, Working Knowledge reminds us that knowledge involves individuals making judgements and providing insights. However, the continuing lack of a clear definition of knowledge makes for difficulties in gaining acceptance for KM and knowledge practices.