A Case Study of Knowledge Management
This paper presents what Knowledge Management is all about, KM status of an organization, theoretical aspects of KM introduced in different companies, identified examples in the real world, KM tools used in organizations and use to facilitate the KM process in a specific organization. Introduction
Knowledge Management (KM) has been growing in importance and popularity as a research topic since the mid 1990`s. This is enough time for many companies to implement KM initiatives and KM systems (KMS). This paper presents some cases investigating the implementation of KM in a number of companies of all sizes. This paper presents what Knowledge Management is all about, KM status of an organization, theoretical aspects of KM introduced in different companies, identified examples in the real world, KM tools used in organizations and use to facilitate the KM process in a specific organization What is KM?
Knowledge Management (KM is about making the right knowledge available to the right people. It is about making sure that an organization can learn, and that it will be able to retrieve and use its knowledge assets in current applications as they are needed. In the words of Peter Drucker, who was an Austrian-born American management consultant; it is “the coordination and exploitation of organizational knowledge resources, in order to create benefit and competitive advantage” (Drucker 1999). Where de disagreement occurs is in conjunction with the creation of new knowledge. Wellman (2009) limits the scope of KM to lessons learned and the techniques employed for the management of what is already known. He argues the knowledge creation is often perceived as a separate discipline and generally falls under innovation management. Bukowitz and Williams (1999) link KM directly to tactical and strategic requirements. Its focus is on the use and enhancement of knowledge based assets to enable the firm to respond to these issues. According to this view, the answer to our question “What is KM?” would be significantly broader. What is knowledge?
Davenport and Prusak said in their book entitled “Working Knowledge” that knowledge locates at the apex of three-story pyramid (as shown in Figure 1). At the first level of the pyramid is data, which expresses objective statement in terms of transaction record. For examples, the collection of transaction fee and service quality is the typical example. The second level of the pyramid is information called as message. To transit a message, it must contain a sender, receiver, and a package of information created by sender. For example, the comparison of monthly sales can be converted into information by so-called 5C methods, which are: Categorized: To category information to form a message.
Calculated: To use mathematical or statistical method to form message. Corrected: To delete uncorrected data to form information.
Condensed: To condense the information into a more concise message. Contextualized: To collect data as purpose and description to form message. Last but not least, knowledge locates at the third level of the pyramid. It is more general and convincible than data or information, but still needs these two as foundation. The knowledge includes structured experience, value, judgment, vision, intuition, expert`s comment and other values. Knowledge stems from information just as the information is originated from data. To convert information into knowledge, a so-called 4C method must be adopted: Comparison: To compare information at various conditions.
Consequences: What does the information imply to decision and action? Connections: What is the connection between knowledge generated by information and other parts of knowledge? Conversations: By direct communications with others to get their comment to the information. There are two major types of knowledge:
1. Tacit knowledge.
2. The concept analysis technique....
...Academy of Economic Studies, Faculty of Business Administration
KnowledgeManagementCaseStudy – SC Artis Bio Tech SRL
22 May 2012
Based on the current economic climate, only companies which have the ability to adapt to continuous changes, shape their business strategies according to the market and take calculated risks will be able to survive. Attributes such as creativity, flexibility and competitiveness have become of the utmost importance for leading organizations.
Although the current economic situation has proved disastrous for many of the companies, there is though a prosperous segment that not only managed to survive the crisis but had the opposite tendency to increase in value, the dental services and equipment market.
As showed in the graphic below, from 2003 to 2008, the number of private dental practices has increased from 5,000 to 8,000 units, with a growth rate of 60%.
It comes to no surprise that based on the current growth tendencies the prosperous business climate has a lot to offer to distributors, because, in a simple comparison with the car manufacturing market, the demand has not decreased. Therefore, Artis Bio Tech, the most important distributor of dental implants, biomaterials and surgical instruments is one of the best examples of how businesses manage to withstand the crisis, moreover having...
CDM, Inc. KnowledgeManagementCaseStudy Questions:
1. What approaches does CDM employ to manage the tacit and the explicit knowledge within the organization and why does this effort require such different approaches to manage tacit versus explicit knowledge? [table]
| |Tacit Knowledge |ExplicitKnowledge |Why it’s different |
|Technical disciplines |discussion forums |library of specific management, trade, and |explicit knowledge exists in formal documents and |
|( Maintains its own |meeting and conference event notices |technical content |rules |
|Intranet portal of explicit|Technical Discipline e-mail accounts |guidelines |It can be more easily documented, archived |
|knowledge |directory of contact information on |frameworks |It can be easily broken down into specific and |
| |technical experts |casestudies...
...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...
...The current issue and full text archive of this journal is available at emeraldinsight.com/0263-5577.htm
Knowledgemanagement enablers: a casestudy
Department of Business Administration, National Taiwan University of Science and Technology, Taipei, Taiwan, Republic of China
Knowledgemanagement enablers 793
Department of Industrial Engineering andManagement, National Taipei University of Technology, Taipei, Taiwan, Republic of China, and
Department of Accounting and Information Technology, National Chung Cheng University, Min-Hsuing Chia-Yi, Taiwan, Republic of China
Purpose – To analyze the crucial role that enablers play in carrying out knowledgemanagement within the enterprise. Design/methodology/approach – This research uses the method of a casestudy and has directed the survey on Advanced Semiconductor Engineering, Inc. (ASE) and VIA Technologies, Inc. (VIA). It is anticipated through the casestudy of these two companies that it will be possible to verify the ﬁnding of enablers concluded by other papers, thus showing the inter-relationship between theory and business. Findings – It is found that among the enablers: on the part of strategy and leadership; obtaining top managements’ support is most...
...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 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...
...Eugene Bell, III.
10 April 2014
Management 5000 Mid-Term
Assume you are the new Executive VP of St. Albert’s Hospital, which is located in an older neighborhood of a Midwestern city. You report to the hospital CEO. St. Albert’s is owned and operated by an order of Catholic nuns, who have for 100 years taken great pride in their service to the poor.
Your job description says that one of your duties is to organize and implement strategic planning for the hospital. Since coming to the hospital three weeks ago you have quickly realized that the hospital has had a revenue shortfall the last two years because too many patients from the surrounding neighborhoods did not have insurance and could not pay their bills.
As you are thinking about the strategic planning part of your job reflect on the course readings in the area of planning and decision-making and in your essay discuss two related questions:
A. What does strategic planning mean, and how should you think about organizing tasks to do strategic planning for a nonprofit hospital corporation that is owned and operated by a religious group? Is the strategic perspective likely to be different than if this was a corporate business?
Strategic Planning is a set of procedures for making decisions about the organization’s long term goals and strategies. When thinking about organizing tasks to do strategic planning for a corporation owned and...
Cablex Industries liked to be seen as itself a bastion of tradition. The original owner, Jagan, had maintained close control over the business for 25 years as it developed a number of cables for two wheelers. Until he retired in 1995, Jagan knew the names of every one of the 250 staff members and their families. He made all decisions about products, clients, and employment conditions, even signed every leave application. Jagan knew all dealers and major two wheeler manufacturers personally. Jagan was Cablex Industries. He knew his industry and business very well. Cablex’s business comprising of two wheelers cables consisted of manufacturing factory, packaging division and distribution, sales and office. Cablex had maintained the same business focus and systems for a long time. Sales were steady and reliable- after all, from 1970 to 1995- every Indian middle class dream was to own a two wheelers. Auto spare market was booming.
Employees were proud to tell friends that 95% of staff had been with the company for over 20 years. They boasted of their well developed systems and everyone had complete control on their work. Everybody has had a particular role, and there was a strong informal understanding of where each fitted. Everyday was predictable, and the level of work was comfortable. No one needed to think too hard, or consider how things could be done differently.
Jagan’ son Smart took over the reins of Cablex on his retirement....