ISBN No. 978 - 979 - 19684 - 0 - 9
Book Design by Kinetika
The preparation of this book was made possible by a grant from the National Academy of Science and Technology. For this reason, I would like to express my heartfelt thanks to the President of the Academy, Dr. Emil Q. Javier, and the Executive Director, Ms. Luningning Samarita, for their kind cooperation and generous assistance. Its publication is made possible through funds made available by the Government of Japan from the Japan-ASEAN Solidarity Fund and by the ASEAN Foundation. I would like to thank Ms. Mitsuko Ito of the Embassy of Japan in Indonesia and Ms. Renelle Ivy Adan, Ms. Nyla Grace Prieto and Mr. Ade Cahyadi of the ASEAN Foundation for their kind assistance to make this possible. If this book were to have a co-author, it would be my wife who carefully prepared and meticulously edited, cleaned up and enhanced all the tables, charts, figures and boxes contained in this book. She conceptualized, designed and prepared the final layout of this book and reviewed the final draft prior to printing. I am greatly indebted to her. Thus I should like to dedicate this book to my loving wife and able partner – Jean.
Dr. F. A. Uriarte, Jr. Executive Director ASEAN Foundation
This book is not for knowledge management experts and practitioners. It is for those who have no previous background on knowledge management but would like to know something about the subject. The purpose of this book is to provide an introduction to the various elements of knowledge management. It is meant for a wide audience of readers interested in gaining some understanding of the basics of knowledge management. These include the professionals in the private sector, the managers of corporations, the business executives, as well as the government officials at various levels who may have management, technical or engineering background but no exposure yet to knowledge management. This book is meant to be their first book on knowledge management. This book has six chapters. The first chapter introduces the concept of knowledge as differentiated from data and information. There is no attempt to examine the various theories and postulates about how knowledge is created or generated. The aim is merely to distinguish data from information, and information from knowledge, and to introduce the reader to the two types of knowledge that are of importance to knowledge management. The second chapter defines what knowledge management is by discussing the four pillars of knowledge management. The aim is merely to give a glimpse of knowledge management without having to go too deeply into the technical details and the technologies that enable the implementation of knowledge management. The third chapter deals with the brief history of knowledge management, how the discipline developed in the 1970s, 1980s and 1990s. Short descriptions of the first and second generations of knowledge management initiatives are provided to give the reader an indication of how the practice of knowledge management developed. The fourth chapter deals with the elements of knowledge management. It provides an introduction to knowledge...
Sins of KnowledgeManagement
core tenet of any organizational learning project is that without
detecting and correcting errors in "what we know" and "how we
learn," an organization's knowledge deteriorates, becomes obsolete,
and can result in "bad" decisions. Because systematic attention to
knowledgemanagement is relatively recent, it is particularly important to detect
these errors so that knowledgemanagement does not become yet another management fad that promised much but delivered little. If we do not identify and
try to resolve these errors, "what we know" about knowledgemanagement may
become little else but mythology. As a consequence, we will be faced with the
ultimate knowledge irony: efforts to manage knowledge are themselves based
upon faulty knowledge principles.
The purpose of this article is to draw attention to a set of pervasive
knowledgemanagement errors. These reflections are based on the authors'
observing or partaking in over one hundred knowledge projects over the past
five years or so. The focus is on fundamental errors, that is, errors that if left
uneorreeted inhibit genuine knowledge from being developed and leveraged.
...Higher School of Economics
National Research University, Perm
Knowledge Chain in Rosatom Corporation: strengths and weaknesses (on the base of the book «Rosatom is Sharing Knowledge»)
Executed by the students:
Introduction ………………………………………………………………………..3Knowledge Chain in Rosatom Corporation: strengths and weaknesses…………...4
For the past several decades knowledge has become extremely important asset of a company. Nowadays large organizations and even small companies have to address the issues of KnowledgeManagement in order to increase flexibility and efficiency, reduce lead time and involve people as much as possible. As it was mentioned in 1996 by McKern [1; 13-18], the major forces of change are the following: globalization, higher degrees of complexity, new technologies, increased competition, changing client demands, and changing economic and political structures. So companies are starting to understand that the core and sustainable resource of competitive advantages are their employees. In other words all the...
...1. Company Overview
1.1. Business Overview
Mystique is currently involved in fashion clothing business. Unlike other clothing companies, Mystique owns all of its retailing, designing and manufacturing operations. It sells a range of women’s and men’s clothing which aims to give a personalised and satisfaction experience to its customers. The business’s headquarters is located in India but the entire Sri Lankan management is handled in Sri Lankan and currently it has 4 outlets in Colombo and Kandy.
1.1.1. Product Overview
Figure : Mystique’s Product
Currently Mystique is targeting mainly on causal and party ware for both customer segment. It provides a right quality product for an affable cost which can be effort by working class to upper uppers. Based on the design and material quality the price of the product varies.
1.1.2. Service Overview
Figure : Mystique's Services
All our products will be serving the current client’s requirements. In order to serve our customer better, we provide other services which are mentioned in the above figure. Exchange and return, reservation and customer services are provided by our retailer outlet team and the promotion are decided by our marketing team (refer organisational structure).
1.2. Vision and Mission
Vision – To make consistent design improvements based on the emerging trends that will enhance customer satisfaction.
Mission – “Build a unique portfolio of branded, trendy and unique...
...This is a summary of Knowledgemanagement and organizational culture: a theoretical integrative journal by Rajnish Kumar Rai, a police officer who at the time was based at the Indian Institute of Management, Ahmedabad India. For this research, he used a conceptual method by comparing previous findings and thoughts.
At first, the author underlines the importance of knowledge in today’s rapid changing world and how most of the experts agree on the continuous improvement of knowledge as one of the most critical factor for an organization to survive, and knowledgemanagement takes a large part in it. Furthermore, recognizing and understanding the linkage between the knowledge creation and the organization values are what the organizations should be doing first before applying the knowledgemanagement in the organization. A mismanagement of knowledge creation will lead the organization not into an innovation but confusion. Unfortunately, this important part, the knowledge creation, does not have a framework for an effective and systematical approach to be used in different type of organizations. There are a lot of theories that support this idea but they do not have a practical approach of how to be implemented.
Subsequently, the author acknowledges that many researches supported the theory...
...IS STRASSMANN’S ‘KNOWLEDGEMANAGEMENT’ AN IMPORTANT METRIC
By: Masoud. Noordeh (DBA student)
In today’s dynamic business environment, Knowledgemanagement systems facilitate organizational learning and knowledge creation. They are designed to provide rapid feedback to knowledge workers and significantly improve business performance. This paper examines the concept of knowledgemanagement metric from the view point of Paul Strassmann.
Keywords: Knowledge, Performance Management Metric, KnowledgeManagement.
Knowledgemanagement has become one of the major performance management and companies have embraced the concept and invested in systems, people, and information technologies to this purpose. On the other hand, there has been the pressure to move away from the traditional performance management metrics which are considered to be ‘backward looking accounting based performance measurement systems’ that only focuses on traditional cost accounting (Bourne et al. 2000).
Knowledgemanagement has been introduced by Strassmann (1999), Drucker (1995), and others as an important metric for measuring performance. According to Knapp (1998), Knowledgemanagement transfers...
...introduction of a KnowledgeManagement System within a London Based International Law firm
Written By: Randolph Nairn
Student Nº: M217307
Chapter 1 Introduction
1.2 The Firm
1.3 The firms Services
1.4 Recent Developments
1.5 Introduction Summary
Chapter 2 - Research Methodology
2.1 Research Philosophy
2.2 Research Strategy
2.2.1 Researchers Involvement
2.2.2 Sample Selection
2.2.3 Primary Data Collection
2.2.4 Secondary Data Collection
2.2.5 Theoretical Framework
2.2.6 Gaining Access
2.3 Credibility of findings
2.4 Research Ethics
2.4.2 Confidentiality/ Anonymity
2.4.3 Informed Consent
Chapter 3 Literature Review
3.2 Contextual Study - What is Strategy?
3.3 IT Strategy within the legal services industry
3.4 Strategy formulation within legal IT
3.4.1 Establishing strategic positioning
3.4.2 Analysing local requirements
3.4.3 The Legal Grid
3.5 Introduction to knowledgemanagement
3.6 What is Knowledge?
3.8 Previous Research
3.9 Definition of KnowledgeManagement
3.10 Benefits of KnowledgeManagement
3.11 The Challenges of KM?
...KNOWLEDGEMANAGEMENTKnowledgemanagement is a process of transforming information and intellectual assets into enduring value.
KnowledgeManagement has two type:
1. Tacit Knowledge
Highly personal, means the knowledge is unrecorded and unarticulated and it’s hard to formalized and therefore difficult, if not sometimes impossible to communicate.
Formal and systematic, and can be easily to communicated and share, for example in a book or a database in a library.
Knowledge Hierarchy, to transfer tacit knowledge to explicit knowledge we need to use Human Resource Management.
easier to access KNOWLEDGEMANAGEMENT
We need knowledgemanagement to reacting to new business opportunities and to build brain sensitivity to brain drain. So that we could create, transfer and apply knowledge with the purpose of better achieving objectives. Because knowledge is really important to achieve the goals.
What forces us to have knowledgemanagement first is increasing in Domain Complexity means that is intricacy of internal and external processes, increased competition, and the rapid advancement of technology all contribute to...
KnowledgeManagement, Social Networks and Innovation
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Literature review 3
The development of social network and social media 5
The process of innovation and knowledge transmission in the organization 7
Case of American Express 9
Analysis and Discussion 11
We know that the innovation is the power to push the development of our society, and organizations are the pioneer of innovation, at the...