Knowledge ManagementBYSoumyaMsc ME.dSNDP Training College Adimaly

Knowledge ManagementKnowledge management is the process of discovery, acquisition, creation, dissemination and utilization of knowledge for the organization.

Definition

Knowledge ManagementKnowledge has been recognized as an important productivity factor for the organization

Knowledge Management is a discipline that seeks to improve the performance of individuals and organisations by maintaining and leveraging the present and future value of knowledge assets.Knowledge Management

Knowledge Management Knowledge Management is a discipline Knowledge is shareable in the organisation Cultural change is not automatic Create a change management plan Stay strategic Pick a topic, go in-depth, keep it current Dont get hung up on the limitations Set expectations or risk extinction Integrate KM into existing systems Educate your self-service usersPrinciples of Knowledge Management

The more your share, the more you gain. The knowledge acquisition process should be part of the work process. Integration of knowledge from multiple disciplines has the highest probability of creating new knowledge and value-added. Knowledge valuation should be conducted from customers perspective. KM focus should be on core knowledge critical to sustaining companys competitive edge.

Knowledge ManagementSignificance of Knowledge ManagementTrack, measure, share and make use of intangible assets in an OrganisationPaying attention to ensure that they are capturing, sharing and using productive knowledge within their organisations to enhance learning and improve performance.

Knowledge ManagementCritical success factors can be categorized as follows Leadership Culture Structure, roles, and responsibilities Information technology infrastructure Measurement.

WisdomKnowledgeInformationData

Data raw facts; numbersInformation data in context; readily captured in documents and databasesKnowledge information plus experience to act uponWisdom - experience & knowledge make sensible decision.

Knowledge Management

Knowledge ManagementOrganisation knowledge is frequently categorised into

Tacit knowledge personal; wisdom and experience; context-specific; more difficult to extract and codify Can be transmitted through social interactions and socializationExplicit knowledge what is recorded; easily identified , articulated and shared

Cultural knowledge Cultural Ethos specific to a line of business or rgion or language or religion or nation.

Tacit Knowledge Explicit Knowledge (Subjective) (Objective)

Knowledge of experience Knowledge of rationality(body) (mind)

Simultaneous knowledge Sequential knowledge(here and now) (there and then)

Analog knowledge Digital knowledge(practice) (theory)

Knowledge ManagementKey Problems knowledge enterprises face today are : Poor utilization of knowledge Information and knowledge islands Knowledge loss High cost of sharing knowledge Reinvention / Repetitions Lack of responsiveness

Knowledge ManagementCharacteristics of KM Implementation TrendsApproaches Adopted :Society Centric Approach Treats knowledge management as a social communication processProcess Centric Approach Focuses on knowledge mapping in business processTechnology Centric Approach - Focuses on knowledge artifacts their creation storage and reuse in IT systems.

Knowledge ManagementTypical activities for knowledge management:Appointment of Knowledge leaderCreation of knowledge teams Development of knowledge bases Knowledge centres

Knowledge sharingIntellectual asset managementProvide motivation for employeesIdentify & improve practisesReduce substitutes

Knowledge is created through practice, collaboration, interaction, and education, as the different knowledge types are shared and converted. Knowledge creation is also supported by relevant informationanddatawhich can improve decisions and serve as building blocks in the creation of new knowledge.It is important to support unstructured work environments in areas where creativity and innovation are important.

Knowledge production

The three basic means of human knowledge productions

Data acquisition

Data information

Data understanding

Willingness to collaborate with knowledge culture.Respect & support for integrity of knowledge.Seeking,capture & utilization of knowledgeTransparency,honest,trust.Enthusiasm for the role of IT technology.

Wiig km modelcompleteness,connectedness,congruencyBoisot-I space km modelcodified-uncodifiedAbstract-concretediffused-undiffused

Ikujiro Nonaka and Takeuchi introduced the SECI model (Nonaka & Takeuchi 1996) which has become the cornerstone ofknowledge creationand transfer theory. They proposed four ways that knowledge types can be combined and converted, showing howknowledgeis shared and created in the organization. The model is based on the two types of knowledge: tacit , explicit

There are four basic patterns for creating knowledge in any organization:

Socialization: From tacit to tacit

2. Externalization: From tacit to explicit

3. Combination: from explicit to explicit

4. Internalization: from explicit to tacit

Socialization Externalization

Internalization Combination

Tacitknowledge

ExplicitknowledgeTacit knowledge Explicit knowledgeToFrom 3

Socialization: Tacit to tacit Knowledge is passed on through practice, guidance, imitation, and observation. Externalization: Tacit to explicit Tacit knowledge is codified into documents, manuals, etc. so that it can spread more easily through the organization. The use of metaphor is cited as an important externalization mechanism.

Combination: Explicit to explicit This is the simplest form. Codified knowledge sources (e.g. documents) are combined to create new knowledge. it does not extend the companys knowledge baseInternalization: Explicit to tacit As explicit sources are used and learned, the knowledge is internalized, modifying the user's existing tacit knowledge.

Nonoaka, Ikujiro, (1991)The Knowledge Creating Company. Harvard Business ReviewNonaka, I. & Takeuchi, H. (1995). The knowledge-creating company: How Japanese Companies Create the Dynamics of Innovation. New York: Oxford University Presshttp://mcleanglobal.com/public/MGC/publications/Nonaka%20and%20Takeuchi.pdfCook, S.D., & Brown, J.S. (1999), Bridging Epistemologies: the Generative Dance between Organizational Knowledge and Organizational Knowing.Organization Science, vol. 10, no. 4Polanyi, M. (1966).The Tacit Dimension.London, Routledge & Kegan Paul, 1966

*Definitions are many and varied. Four main elements- explicit: knowledge is explicitly recognised (language, documents etc.)- systematic: it is too important to be left to chance- selective: theres lots of knowledge; focus on that which is important- content and process perspective (nouns and verbs)By adopting a systematic vs. an ad-hoc approach, management consultancies believe they can offer better global solutions, and reduced competitive price pressures (e.g. see Booz Hamilton Allen)***Definitions are many and varied. Four main elements- explicit: knowledge is explicitly recognised (language, documents etc.)- systematic: it is too important to be left to chance- selective: theres lots of knowledge; focus on that which is important- content and process perspective (nouns and verbs)By adopting a systematic vs. an ad-hoc approach, management consultancies believe they can offer better global solutions, and reduced competitive price pressures (e.g. see Booz Hamilton Allen)**This is deemed as a particularly difficult and often particularly important conversion mechanism. Since tacit knowledge can be virtually impossible to codify, the extent of this knowledge conversion mechanism is debatable. *