2. Knowledge Management
Knowledge management is the process
of discovery, acquisition, creation,
dissemination and utilization of
knowledge for the organization.
Definition
4. 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
5. 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
Don’t get hung up on the limitations
Set expectations or risk extinction
Integrate KM into existing systems
Educate your self-service users
Principles of Knowledge Management
6. 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 company’s competitive
edge.
7. Knowledge Management
Significance of Knowledge Management
Track, measure, share and make use of
intangible assets in an Organisation
Paying attention to ensure that they are
capturing, sharing and using productive
knowledge within their organisations to
enhance learning and improve performance.
8. Knowledge Management
Critical success factors can be categorized as
follows
Leadership
Culture
Structure, roles, and responsibilities
Information technology infrastructure
Measurement.
10. Data – raw facts; numbers
Information – data in context; readily
captured in documents and databases
Knowledge – information plus
experience to act upon
Wisdom - experience & knowledge
make sensible decision.
Knowledge Management
11. Knowledge Management
Organisation 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 socialization
•Explicit knowledge – what is recorded; easily
identified , articulated and shared
•Cultural knowledge – Cultural Ethos specific to a line of
business or région or language or religion or nation.
12. 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)
13. Knowledge Management
Key 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
14. Knowledge Management
Characteristics of KM Implementation Trends
Approaches Adopted :
•Society Centric Approach – Treats knowledge
management as a social communication process
•Process Centric Approach – Focuses on
knowledge mapping in business process
•Technology Centric Approach - Focuses on
knowledge artifacts their creation storage and reuse
in IT systems.
15. Knowledge Management
Typical activities for knowledge
management:
Appointment of Knowledge leader
Creation of knowledge teams
Development of knowledge bases
Knowledge centres
17. • 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 information and data which
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.
18. Knowledge production
The three basic means of human knowledge
productions
a)Data acquisition
b)Data information
c)Data understanding
19. Willingness to collaborate with
knowledge culture.
Respect & support for integrity of
knowledge.
Seeking,capture & utilization of
knowledge
Transparency,honest,trust.
Enthusiasm for the role of IT technology.
20. Wiig km model
completeness,connectedness,congruency
Boisot-I space km model
codified-uncodified
Abstract-concrete
diffused-undiffused
21. Ikujiro Nonaka and Takeuchi introduced
the SECI model (Nonaka & Takeuchi
1996) which has become the cornerstone
of knowledge creation and transfer
theory.
They proposed four ways that knowledge
types can be combined and converted,
showing how knowledge is shared and
created in the organization.
The model is based on the two types of
knowledge: tacit , explicit
22. There are four basic patterns for creating
knowledge in any organization:
1.Socialization: From tacit to tacit
2. Externalization: From tacit to explicit
3. Combination: from explicit to explicit
4. Internalization: from explicit to tacit
25. 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.
26. 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 company’s
knowledge base
Internalization: Explicit to tacit
As explicit sources are used and learned,
the knowledge is internalized, modifying
the user's existing tacit knowledge.
27. Nonoaka, Ikujiro, (1991)“The Knowledge Creating
Company”. Harvard Business Review
Nonaka, I. & Takeuchi, H. (1995).The knowledge-creating
company: How Japanese Companies Create the
Dynamics of Innovation. New York: Oxford University Press
http://mcleanglobal.com/public/MGC/publications/Nonaka%20
Cook, S.D., & Brown, J.S. (1999), Bridging Epistemologies: the
Generative Dance between Organizational Knowledge and
Organizational Knowing. Organization Science, vol. 10, no. 4
Polanyi, M. (1966). The Tacit Dimension. London, Routledge &
Kegan Paul, 1966
Editor's Notes
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: there’s 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: there’s 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.