Knowledge integration: its relation to organisational learning, to knowledge management (KM) methods (e.g. BSC) and to measuring the benefits of KM

In the sequel I shall argue to consider "knowledge integration" as the successor concept to knowledge management (KM for short). - Why so? If we take up the explication of "implicit knowledge" as one essential ingredient in knowledge management, then it may be clear that the distribution and application of that implicit knowledge in order to solve certain problems and improve the performance etc .would be essential to the success of management. [The technical core is the scheme LIR below which is used to externalise and represent tacit/implicit knowledge in a new way - transgressing the limits of experts systems.] But what is really important is that the application of all those technical means [the tools to provide knowledge] has to take into account the situation of the people to apply that kind of knowledge, i.e. the problem is how can one integrate both the explicated knowledge in a system or work and how can one make am appropriate "sense" of the data/information provided (interpret them, give meaning to them). This point links up neatly with ideas proposed by Peter Senge, Brian Arthur and others in a joint workshop by SoL (Society of Organizational Learning) and MacKinsey (in 2001) concerning new forms of leadership and new Economics in general.