Throughout these essays, the author has transitioned from hierarchical structures to the examination of upsc models. These are built on both intra-organizational networks, which include strategic units, divisions, groups, and so on, as well as inter-organizational networks, which include industrial districts and general knowledge networks. The manufacturing process is dependent on the coordination of a constellation of units, some of which are a component of the organization (administration, r&d [research and development], etc.), while others pertain to distinct businesses (such as specialized outsourcing production, logistics, etc.). All of these units might not be completely controlled by a single subject, and they might develop and differentiate their activities in a way that is independent of one another. They might coexist as if they were a biofunctional system, and they might produce unexpected combinations of processes and produce unexpected results. When viewed from the perspective of knowledge, the necessity of sharing information regarding the UPSC examination among units within a very complex organization or among organizations that are networked raises the significance of introducing new information and communication technology (ICT) technologies and efficient knowledge management systems. Km systems and ict technologies have been suggested and used for a considerable amount of time as neutral tools, with the purpose of ensuring that the installation of these technologies inside the company does not have any effect on the flow of information. In particular, for technical reasons, centralized systems (for example, enterprise knowledge portals [ekps]) have been developed with the purpose of making general knowledge sharable and available in a general, objective, context-independent form. This is done with the intention of avoiding the persistence of information that is not current and does not have consistency. In contrast to this viewpoint, research that focuses on structuration theories does not consider technology to be an asset that is neutral to businesses despite its importance. The human activities, the institutional roles (the organizational model de facto), and the technical architecture of the systems that are implemented inside the corporation are all said to have significant linkages and interdependencies, as stated by these theories. ict technologies and km systems should be formed on the processes, practices, and organizational models in which they are applied; otherwise, they are doomed to fail. This is one of the most significant outcomes that these technologies and systems have produced in this domain. Consequently, in a complex organization that is made up of a constellation of units that manage specialized processes in an independent manner, ict technologies and km systems need to take into account the distributed nature of general knowledge and should allow for coordination among autonomous units with one another. If this is the case, then a km system should be able to fulfill two distinct requirements: first, it should be able to facilitate the development of specialized knowledge within a unit, and second, it should be able to facilitate the coordination of general knowledge (and activities that facilitate the exchange of knowledge) among units. These conflicting demands are a reflection of the tension that exists between the need of highly specialized work organization and the requirement for flexible intergroup interaction both inside and outside of organizations. Consequently, this is mirrored in the dichotomy that exists between the requirement for strongly defined local viewpoints that constitute the communication and knowledge-creation tissue of each community and the necessity for sharing cultures and tools that enable communication across various units. In the first place, the purpose of this article is to explain how, according to the theories of structuration, a centralized knowledge management system can be replaced or supported by a distributed one. In this system, the fact that there are multiple and specialized “local knowledge bodies” is seen more as an opportunity to take advantage of than as a problem that needs to be solved. The second objective of this article is to present a particular method for designing systems for managing knowledge that is distributed across various units. This method is referred to as distributed knowledge management (dkm), and the principles and main concepts that underpin it will be presented and explained in the second section of this article.
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