1. ¹University of Hull Business School, Hull, U.K.
2. ²Japan Advanced Institute of Science and Technology, Ishikawa, Japan
3. ³South China Normal University, Guangzhou, China

Correspondence: Zhichang Zhu, University of Hull Business School, Hull, HU6 7RX, U.K. Tel: +44 1482 463076; Fax: +44 1482 463484; E-mail: z.zhu@hull.ac.uk

Received 27 February 2006; Accepted 4 December 2007.

Abstract

A knowledge management (KM) scope denotes our conception about what is relevant and useful, concerns what and how we are to manage, in KM. KM scopes are thus chiefly responsible for the outlook and effect of KM efforts. Taking KM scope seriously will benefit KM by overcoming fragmentation and facilitating synergy. It is strategically important that managers and policymakers make transparent, reflect on, transform and innovate KM scopes before jumping into KM initiatives and investments. Drawing upon Confucian pragmatic teaching and Latour's actor network theory, this paper explores a multidimensional, integrative KM scope that embraces knowledge assets, knowing processes and knower relations. Such a scope allows a holistic appreciation of the rich contributions generated by diverse approaches, enables coherent KM interventions that exploit those contributions in an inclusive and complementary manner.