Organizational learning and knowledge-sharing are key competitive characteristics of nowadays global organizations (Teale, 2003). The development and exploitation of the intangible capabilities of an organization is a successful approach for increasing organizational responsiveness to the continuously changing external environment (Little, 2002). Being challenged by the dynamic world of complex needs and expectations, organizations need to effectively and efficiently manage their internal base of resources. An essential organizational resource is knowledge (Choo, 2002). It is not only an essential resource itself but a facilitator and stimulator of new internal capabilities (Little, 2002). The aim of this assignment is to analyze the World Bank needs and initiatives taken to transform to a knowledge-sharing organization. Each initiative is critically evaluated as each has its advantages and disadvantages. The extent to which the bank was successful is analyzed by evaluating the effectiveness of the Bank to meet the objectives of its knowledge-sharing program. Specific recommendations of what could have been done better are drawn after the summarizing conclusion at the end.
Why did the World Bank want to develop its knowledge-sharing program and what challenges did they face in doing so? The World Bank is a global leader in the provision of financial and non-financial support to slowly developing countries. The dynamic external environment and the emergence of more demanding customers’ expectations as also the increased rivalry from other financial institutions alerted the Bank that internal transformations were necessary to stay competitive and serve the purpose of its existence. In this respect, the application of a knowledge-sharing program would provide the Bank with the capability to exploit its internal resources and to ‘bloom’ its intellectual and social capital (Little, 2002). The main problem, the World Bank faced, was failing to exploit its abundant information. On the contrary, the organization focused on exploring new information which appeared to be of no use as it was hardly applied during the daily operations. Exploiting existing information was of crucial importance for the Bank as it would has enhanced its internal capabilities (Choo, 2002). Otherwise as Marsick & Watkins (1999) suggest unexploited information would have the value of meaningless data. That was the reason why the Bank needed to apply its knowledge-sharing program as an essential promoter of transforming abundant information into meaningful knowledge (Marsick & Watkins, 1999). A knowledge-sharing culture would not only make existing information useful but would increase the value of one of the most precious assets praised in the 21st century knowledge-economy ' the human capital (Jackson et al., 2003). This would be another way to energize its internal capabilities and enhance the intellectual potential in its structures.
Critically evaluate the initiatives the Bank took to enhance knowledge sharing and organizational learning. The reforms applied can be categorized as: technological, social, structural and technical. Because of technologies, geographical distances, boundaries and time zones have turned into factors with decreased meaning, (Ackoff, 1994) it can be assumed that they are one of the greatest promoters of communication and knowledge sharing (Yoshihara, 2006). Having the characteristics of storing, searching, retrieving and re-using, just to name a few, made technologies a fundamental factor for embedding the World Bank’s organizational knowledge and sustaining a memory of values and best practices for future generations (Borhoff & Parechi, 1998). In the present case the World Bank implemented a technological system, called ‘ERP’, to facilitate the process of efficient decision-making by collecting and storing information from international operations (Earl and...
...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...
...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 changingworld 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...
...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...
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.
These are errors associated...
...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...
...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...
▪ Becerra-Fernandez, I., Sabherwal, R. (2010) Knowledgemanagement. Systems and processes, New York: M.E. Sharpe
▪ Bratianu, C. (2011a) Changing paradigm for knowledge metaphors from dynamics to thermodynamics, System Research and Behavioral Science, vol. 28, pp. 160-169.
▪ Bratianu, C. (2011b) Knowledge and intellectual capital, Bucuresti: Business Excellence
▪ Bratianu, C. (ed.)(2009) Capitalul intelectual organizational, Bucuresti: Editura ASE Bucuresti
▪ Bratianu, C., Orzea, I. (2010) Organizational knowledge creation, Management & Marketing, vol 5(3), pp. 41-62
▪ Debowscki, S. (2006) Knowledgemanagement, Milton: John Wiley & Sons.
▪ Nicolescu, O., Nicolescu, L. (2005) Economia, firma si managementul bazat pe cunostinte, Bucuresti: Editura Economica
▪ Rosca, I.Gh. (ed.)(2006) Societatea cunoasterii, Bucuresti: Editura Economica
WHAT IS KNOWLEDGEMANAGEMENT?
■ Knowledge is being regarded as a valuable commodity.
■ Knowledge is very different in many ways from the traditional critical assets.
■ Corporations now realize that they are successful because of the skills and experience of their employees.
WHAT IS KNOWLEDGEMANAGEMENT? (cont.)
■ To be successful...
...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...