Question 1 – What is Knowledge Management?
Elaborate Your Views:
PART A (i)
A good operational definition of knowledge management is the deliberate introduction of an improved and more effective information environment
(Koenig, 1999, p. 77)
Knowledge, by definition: is broad and wide in its scope. This statement seems to imply knowledge to be of an explicit nature. Explicit knowledge is “information or knowledge that is set out in tangible form” (Koenig, May 2012): which refers to those information which has been put in words or writing, for example, rules, procedures, user manuals and databases.
Koenig scopes the statement from a practical and enterprise viewpoint, by using words such as “operational definition”. We assume that Koenig relates the concept into operational practice and apply this discipline to support the routine functions or activities of a certain specific business domain or organization. Similarly “deliberate introduction” implies that there is a systematic methodology, possibly with gradual introduction and careful planning. It could well-meant that users and owners of this knowledge management system are well-equipped with skills and are being educated with appropriate trainings. The most important aspect of this statement is that it defines the objective of knowledge management briefly and it illustrates the output of knowledge management in a simplified context – that is to achieve an “improved” and “more effective information environment”. The statement also covers the essentials of knowledge management holistically from the enterprise practice.
PART A (ii)
[KM is] the capability of an organization to create new knowledge, disseminate it throughout the organization and embody it in products, services and systems. (Nonaka & Takeuchi, 1995, p. 58)
To better understand the notion of this statement, it is beneficial to understand the background of Nonaka and Takeuchi's...
...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...
Modes of Knowledge Conversion
Knowledge Developer's Skill Set
Knowledge Codification in the KM System Life Cycle
What Does Knowledge Codification Involve?
Converting “tacit knowledge” into “explicit usable form”
Converting “undocumented” information into “documented” information
Representing and organizing knowledge before it is accessed
It is making institutional knowledge visible, accessible, and usable for decision making
Benefits of Knowledge Codification
Instruction/training—promoting training of junior personnel based on captured knowledge of senior employees
Prediction—inferring the likely outcome of a given situation and flashing a proper warning or suggestion for corrective action
Diagnosis—addressing identifiable symptoms of specific causal factors
Planning/scheduling—mapping out an entire course of action before any steps are taken
The knowledge developer should note the following points before initiating knowledge...
...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...
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.
...Ethic of KnowledgeManagement
Author: Frank Land ( London School Economic), Urooj Amjad (London School Economic), Sevasti Merlissa Nolas (London School Economic),
Published By: International Journal of KnowledgeManagement
For any Business organization, the present business environments are no longer predictable as they are changing rapidly to exist in the competitive environment. The success or failure for an organization entirely depends on its adjustments to the present business environment. The tremendous change in the Information technology has changed the way of doing business by the organizations and reduced the risks or filled the gaps between accessing and maintaining the information and changing that information into a valuable knowledge for future needs. Many of the organizations who take the advantage of the technology follow the above said process. Still many organizations lack applying their organization’s intellectual knowledge for value added or for a competitive advantage.
The solution is The KnowledgeManagement which translates the organization’s capabilities into a defined knowledge which can (will) be useful for its future business needs. The Knowledge whether it is tacit or explicit is represented in databases or documents or in other words it can be...
...* Knowledge Retention Strategies in Industries
* A brief introduction Knowledgemanagement is the systematic process of finding, selecting, organizing, distilling and presenting information. Tacit knowledge is the knowledge we each carry in our heads about how to do things, who to call and the lessons learned through experience. Making it explicit is recording in some media that allows another person to use it. The media can be a complex computer database or a piece of paper tacked over the water cooler. These methods are called knowledge retention strategies.
KnowledgeManagement is the explicit and systematic management of vital knowledge – and its associated processes of creation, organization, diffusion, use and exploitation.
There are many definitions of knowledgemanagement. We have developed this one since it identifies some critical aspects of any successful knowledgemanagement programme:
1. Explicit – Surfacing assumptions; codifying that which is known.
2. Systematic – Leaving things to serendipity will not achieve the benefits.
3. Vital Knowledge – You need to focus; you don’t have unlimited resources.
4. Processes – Knowledgemanagement is a set of activities with its own tools and...
...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...
...John Naisbitt: “We are drowning in information but starved for knowledge.” (Lewis, p. 4)
In today’s Information Age organizations are looking more and more towards the productive manipulation of information to succeed and stay competitive. Increases in technology give rise to an increased emphasis on the human aspects of the socio-technical system: a complex system where workers and technology interact together to achieve some common objective. Accomplishing business objectives involves better understanding and implementing of technical terms: data – raw facts without meaning; information – meaningful data; and knowledge – understanding gained through taking action based on information. Organizational learning works within the confines of this data-information-knowledge progression in increasing degrees to form knowledge. As organizational learning increases, it augments and refines organizational knowledge. Knowledgemanagement (KM) provides a way for businesses to optimize organizational learning and organizational knowledge by helping them make better decisions and take more productive actions. KM is concerned with two areas in the facilitation of organizational learning and organizational knowledge: the management of information, and the management of people.
Organizations add to and...