Knowledge Management from Pearlson & Saunders
Definition: The processes necessary to generate, capture, codify and transfer knowledge across the organisation to achieve competitive advantage.
An organisation's only sustainable competitive advantage lies in what its employees know and how they apply that knowledge to business problems.
Knowledge is often more about values and beliefs than about information and logic.
Person to person transfer is the best source of knowledge, but is impractical in a large organisation.
Two-thirds of the project time and budget must be spent on non-ICT resources, else it will turn into a technology project and not a Knowledge Management project
People are the basis of Knowledge Management it is a combination of technology and socialisation
How Knowledge Management relates to Information Systems:
ICT makes up the infrastructure for a Knowledge Management system.
Knowledge Management systems make up the infrastructure for many IS systems.
Knowledge Management is often referred to as an application of IS, like email or spreadsheets.
Intellectual Capital knowledge that has been identified, captured and leveraged to produce a competitive advantage
Intellectual Property allows owners of knowledge to be rewarded for their knowledge, and have a say how it is used; ie, patent/copyright issues.
Data raw facts without any context, eg dates or figures
Information data organised into some order or meaning, often for decision making Knowledge skills, experience and expertise that can be applied in many situations
Explicit knowledge that can be captured and codified, such as in financial statements, company procedures.
Tacit experience and expertise that must be passed on person to person, such as riding a bike, knowing how to identify the key issues of a problem, how to interpret the causes of a political event. Recording tacit knowledge is often done in the form of a narrative a what can we learn from this' story.
Sharing best practices makes staff more efficient; saves reinventing the wheel; however, staff may not have the incentive to share their expertise with colleagues.
Time must be allocated for employees to develop and share their knowledge.
Rapid change means knowledge becomes obsolete more quickly, so organisations must update their knowledge more quickly.
The Only Sustainable Competitive Advantage is the capacity to learn. The more that knowledge is shared and used, the more valuable it becomes.
Knowledge Retention organisations can lose knowledge when they lose staff; therefore, experienced staff must be retained or their experience captured.
Knowledge Overload danger of people being swamped with information. Knowledge must be relevant and actionable.
Relevance is preferable to completeness.
The Four Main Processes
Knowledge Generation where does the knowledge come from?
Knowledge creation (exploration): experimenting, seeking new alternatives
examples include R&D; adapting to change or market competition;
Knowledge sharing (exploitation): using and developing existing knowledge
examples include buying in knowledge; shared problem solving; communities of practice (informal networks of employees)
Knowledge Capture recording the knowledge
Scanning either electronically by sifting through emails and records; or by humans, interpreting stories, news, rumours and employees' expertise;
Organising sorting and categorising information so it can be retrieved easily;
Knowledge Maps a where-to-find' for an organisation's knowledge; can include databases, documents, webpages, employees' phone numbers and expertise, details of outside consultants, client histories
Knowledge Codification the format for storing and transmitting knowledge
Knowledge Transfer the absorption and interpretation by a new individual
...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...
...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...
...Table of Contents
ORGANIZATIONAL BACKGROUND 3
KNOWLEDGEMANAGEMENT AND LONG TERM SUSTAINABILITY 5
INFOSYS AND KNOWLEDGEMANAGEMENT 6
THE K SHOP 7
PROCESS DATABASE ASSISTANCE 8
PEOPLE KNOWLEDGE MAP 8
CATCH THEM YOUNG INITIATIVE 9
INFOSYS SCHOLARSHIP PROGRAM 9
KNOWLEDGEMANAGEMENT AND E BUSINESS 10
This assignment is aiming to critically appraise the knowledge and knowledgemanagement process and evaluate the importance of knowledgemanagement in success of an organization. Knowledgemanagement can be explained as the strategies employed by an organization to keep the knowledge developed by its employees over the period of employment within the organization and use the knowledge gained for future projects and activities. Through proper knowledgemanagement strategies efficiency, effectiveness and profitability of the organization can be enhanced. This assignment would use example of a global organization which is pioneer in its knowledgemanagement activities and gained success in industry because of knowledgemanagement approach. It is...
ByAmr Badrawy |
Definition of knowledgeknowledge is the ability of an actor to respond to a body of facts and principles accumulated over a
period of time
Definition of Knowledgemanagement
a multi-disciplined approach to achieving organizational objectives by making the best use of knowledge. KM focuses on processes such as acquiring, creating and sharing knowledge and the cultural and technical foundations that support them.
A more simple definition is that knowledgemanagement is the process through which organizations generate value from intellectual and knowledge based assets
The development of KnowledgemanagementKnowledge began to be viewed as a competitive asset in the 80s,around the same time that information explosion started becoming an issue
The trend was fueled by the development of IT systems which made it simple to store, display, and archive classified, indexed information
The process received a fillip after Drucker (and others) stressed the role of knowledge as an organization resource, and Senge popularized ‘learning organizations’
Objective of knowledgemanagement:
The purpose of KM is to gather, categorize, store and spread all knowledge...
PRIST SCHOOL OF BUSINESS
PART – A
Answer all the questions (10x2=20)
1. Define KnowledgeManagement.
Knowledgemanagement (KM) comprises a range of strategies and practices used in an organization to identify, create, represent, distribute, and enable adoption of insights and experiences
2. List various team members in knowledgemanagement system.
a. Knowledge manager
b. Project Manager
c. Technology coordinator
e. Knowledge Broker
3. List the success factors in KnowledgeManagement.
h. Structure,roles and responsibilities
i. Information technology infrastructure and
4. What is the role of knowledgeManagement officer?
k. Set strategic priorities for knowledgemanagement.
l. Establish a knowledge repository of best practices.
m. Gain a commitment from senior executives to support a learning environment.
n. Teach information seekers how to ask better and smarter questions.
o. Establish a process for managing intellectual assets.
OMM 625: Learning Organizations & Effectiveness
Dr. Kim Gravelle
October 15, 2012
Managers must be knowledgeable in numerous areas of the organization in which they work for and must be ready to share that information when needed. A manager is the individual that an employee will go to for information and assistance for anything relating to the job or organization. The amount of information that a manager needs to be knowledgeable in can be massive depending on the size of the organization. Knowledgemanagement programs help managers learn the best ways to manage knowledge and in turn help the organization to be successful.
Knowledgemanagement can be defined as “a concept in which an enterprise consciously and comprehensively gathers, organizes, shares, and analyzes its knowledge in terms of resources, documents, and people skills”. (Rouse, M, 2006) There is a lot of information that passes through an organization each day and it is important for managers to have the right skills and tools to use the information to become knowledgeable. Information must be collected and understood before it can become knowledge. Information that is collected is useless if it cannot be turned into knowledge that benefits the organization.
1.What it mean by “communities of practice” in the context of knowledgemanagement? Why is important to have “proven/best practices”? What are the basic functions of communities and associated examples? What are the approaches that make the “communities of practice” work for ConocoPhillips, Fluor, and Schlumberger? (p61-64)
Knowledge retention has been a top priority for the Aerospace Corporation since its founding in 1960. Most of the programs in which Aerospace is involved go on for decades, making knowledge retention critical in the face of rapid staff turnover at customer organizations. The types of knowledge that are critical to retain within the technical and programmatic areas of the organization are also the elements that are most valued by Aerospace’s customers. The Aerospace knowledge retention strategy is organization-wide and integrates with both its KM strategy and its workforce planning strategy. Aerospace’s KM office is charged with leading a KM sub council that coordinates KM approaches through a customer council, whose members represent across-section of business interests throughout the organization. Aerospace has dealt with the challenges of retaining and transferring key knowledge through:
* The development of intensive content and document management resources and systems
* A governance and organizational structure...
...Institute of Business Management Semester-III Examination Paper KnowledgeManagement Section A: Objective Type (30 marks) • • • This section consists of Mixed Type questions & Short Answer type questions. Answer all the questions. Part One questions carry 1 mark each & Part Two questions carry 5 marks each. MM.100
Part One: Multiple Choices: 1. UCC stands for a. Universal Commercial Code b. Uniform Commercial Code c. Uniq Commercial Code d. United Commercial Code 2. E-business connects critical business systems and constituencies directly via a. Internet b. Extranet c. Intranet d. All of the above 3. Unusable rule are also called as a. User rule b. Conflicting rule c. Subsumed rule d. None of the above 4. Fact in knowledge codification refers to a. Value of an object or a slot b. Codification scheme c. Both (a) & (b) d. Filling of slots 5. An individual with skills & solutions that work some of the time but not all of the time is a. Scribe b. Validity c. Novice d. None of the above
Examination Paper of Semester III 6. CBR is a. Case based reasoning b. Case based reliability c. Case based repository d. None of the above 7. An unskilled employee trying to learn or gain some understanding of the captures knowledge is a a. Pupil user b. Tutor user c. People user d. None of the above 8. A rule of thumb based on years of experience is called a. Procedural rule b. Tacit knowledge c....