This is a tough question to answer and my response may be met with some criticism. To gain a firm foothold in business…the answer should be yes. We should pick a direction and vision and go with it. That is what we SHOULD do but that may not be the best strategy.
I have held two “defined” Knowledge Management (KM) positions in my career (after spending 10 years in Training & Development) and while they had similarities, there were definite differences. I think KM is whatever the organization needs it to be.
Now, this is frustrating for KM and business leaders because we all can’t give the same elevator speech about what we do. Some may argue, if we can’t define ourselves as an industry, aren’t we vulnerable to cuts in a downturn? Not necessarily…I think by not having a consistent definition, we allow ourselves flexibility. And, in times like these, I believe that’s an important attribute to have.
As a KM Practitioner, under the KM umbrella, I have managed, at various times, the following activities:
Company Intranet / Web site; Document Management Technology, Processes and Policies; Information Security Policies; Records Management; SharePoint Technology Implementation and Support
Social Media (Blogs, Microblogs, Wikis, RSS Feeds, Social Bookmarking, etc.); Innovation and Idea Sharing; Communities of Practice; Best-Practice Sharing
Internal Employee Communication; PR and Marketing; IM, Email, Blogs and other Communication Technology Tools
Process Improvement; Performance Management; Strategic Planning; Learning & Development
So, is KM the “Miscellaneous” in an organization’s org chart? Sometimes yes; sometimes no. And, we, as KM Practitioners, need to embrace the ambiguity. Isn’t our tolerance for the “gray” and love of diversity the reason we choose this amorphous field?