This document discusses knowledge management and different types of knowledge management systems. It defines key terms like data, information, knowledge, wisdom, tacit knowledge and explicit knowledge. It describes knowledge as a firm asset and discusses how knowledge has different forms, locations and is situational. It outlines the knowledge management value chain and types of knowledge management systems including enterprise-wide systems, knowledge work systems and intelligent techniques. Specific examples of enterprise content management systems, knowledge network systems, collaboration tools, and learning management systems are provided. Requirements and examples of knowledge work systems for knowledge workers are also summarized.

1. DDC3013/3473 Topik 8
1
CHAP 11 : MANAGING KNOWLEDGE
11.1 THE KNOWLEDGE MANAGEMENT LANDSCAPE
• Knowledgemanagementsystemsamongfastestgrowingareasof software investment
• Informationeconomy
– 55% U.S. laborforce:knowledgeandinformationworkers
– 60% U.S. GDP fromknowledge andinformationsectors
• Substantial partof a firm’sstockmarketvalue isrelatedtointangible assets:knowledge,
brands,reputations,andunique businessprocesses
11.1.1 Important DimensionsofKnowledge
 Data- streamsof raw facts,representingevents occuringinorganizationsorthe
physical environment.
 Information – data that have beenshapedintoaformthat is meaningfuland
useful tohumanbeings.
 Knowledge – concepts, experience, and insight that provide a framework for
creating, evaluating and using information.
 Wisdom – Collective and individual experience of applying knowledge to the
solution of problems. Wisdom involves where, when and how to apply
knowledge.
 Tacit knowledge- knowledge resides in the minds of employees that have not
been documented.
 ExplicitKnowledge- knowledgeresidesinthe mindsof employees thathave been
documented.
a. Knowledge IsA FirmAsset
 Intangible
 Creationof knowledgefromdata,information, requiresorganizational resources
 As itis shared,experiencesnetworkeffects
b. Knowledge Has DifferentForms
 May be explicit(documented) ortacit(residinginminds)
 Know-how,craft,skill
 How to followprocedure
 Knowingwhythingshappen(causality)
c. Knowledge Has A Location
 Cognitive event
 Both social andindividual
 “Sticky”(hardto move),situated(enmeshedinfirm’sculture),contextual (works
onlyincertainsituations)

2. DDC3013/3473 Topik 8
2
d. Knowledge IsSituational
 Conditional:Knowingwhentoapplyprocedure
 Contextual:Knowingcircumstancestouse certaintool
11.1.1.1 Organizational LearningandKnowledgeManagement
 Organizationscreate andgatherknowledgeusing a variety of organizational
learningmechanisms.Throughcollection of a data, careful measurement of
planned activities, trial and error, and feedback from customers and the
environment in general, organizations gain experience.
 Organizational Learning- Organizationalthatlearntoadjusttheirbehaviorby
creating new business processes and by changing patterns of management
decision making.
11.1.2 TheKnowledgeManagementValueChain
 Knowledgemanagement refers to the set of business processes developed in an
organization to create, store, transfer and apply knowledge.
 Knowledgemanagementincreasesthe abilityof the organization to learn from its
environment and to incorporate knowledge into its business processes.
 Five value-adding steps in knowledge management value chain
a. Knowledge Acquisition
o From corporate repositoriesof document,reports,presentations, email, and
best practices.
o Discovering patterns in corporate data or by using knowledge workstations
where engineers can discover new knowledge.
o Tracking data from TPS (sales, payments, inventory, customers, and other
vital data) and external sources(newsfeeds,industry reports, legal opinions,
scientific research, and government statistics).
b. Knowledge Storage
o Knowledge storage generally involves the creation of database.
o Document Management Systems – digitize, index, and tag documents
accordingly to a coherent framework.
o Role of management:
o Support development of planned knowledge storage systems
o Encourage development of corporate-wide schemas for indexing
documents
o Reward employees for taking time to update and store documents
properly

3. DDC3013/3473 Topik 8
3
c. Knowledge Dissemination
o Portals,email,instantmessaging,wikis, social networks, and search engines
technologyhave addedtoanexistingarrayof collaborationtechnologies and
office systems for sharing calendars, documents, data and graphics.
d. Knowledge Application
o To provide return on investment, organizational knowledge must become
systematic part of management decision making and become situated in
decision-support systems.
o Knowledge that is not shared and applied to the practical problems facing
firms and managers does not add business value.
e. Building Organization and Management Capital
o Developnew organizational roles and responsibilities for the acquisition of
knowledge, including the creation of chief knowledge officer executive
positions,dedicated staff positions (knowledge managers), and community
of practice (COPs).
o Community Of Practice (COPs)
 Informal social networksof professionalsand employees within and
outside firm who have similar work-related activities and interests
 Activitiesincludeeducation,onlinenewsletters,sharingexperiences
and techniques
 Facilitate reuse of knowledge, discussion
 Reduce learning curves of new employees
11.1.3 Typesof knowledgeManagementSystems
a. Enterprise-wide knowledge managementsystems
b. Knowledgeworksystems(KWS)
c. IntelligentTechniques

4. DDC3013/3473 Topik 8
4
11.2 ENTERPRISE-WIDE KNOWLEDGE MANAGEMENT SYSTEMS
Organizations must deal with at least three kinds of knowledge.
o Structured knowledge isexplicitknowledgethat exists in formal documents, as well
as in formal rules that organization derive by observing experts and their decision
making behaviors.
o Semistructured such as email, voice mail, chat room exchanges, videos, digital
pictures,brochuresorbulletinpostings. 80% of an organization’sbusiness content is
semi structured or unstructured
o No formal or digital informationof any kindandthe knowledge resides in the heads
of employees.
a. Enterprise Content Management Systems
o Enterprise contentmanagement systems help organizations manage structured and
semistructured of information. They have capabilities for knowledge capture,
storage,retrieval,distributionandpreservationtohelpfirms improve their business
process and decisions.
b. Knowledge Network Systems
o Also known as expertise location and management systems, address the problem
that arise when the appropriate knowledge is not in the form of a digital document
but instead resides in the memory of expert individuals in the firm.
o Provide online directory of corporate experts in well-defined knowledge domains
o Use communicationtechnologies to make it easy for employees to find appropriate
expert in a company
c. Collaboration Tools and Learning Management Systems
o The major enterprise content management systems include powerful portal and
collaboration technologies.
o Enterprise knowledgeportalscanprovide access to external sources of information,
such as newsfeedsandresearch,aswell asinternal knowledge resources along with
the capabilities for email, chat/instant messaging, discussion groups and video
conferencing.
o Learning Management Systems
 Provide toolsformanagement,delivery,tracking,and assessment of various
types of employee learning and training
 Supportmultiple modesof learning.Example : CD-ROM, Web-based classes,
online forums, live instruction, etc.

5. DDC3013/3473 Topik 8
5
11.3 KNOWLEDGE WORK SYSTEMS
11.3.1 KnowledgeWorkersandKnowledgeWork
 Knowledge workers- include researchers, designers, architects, scientists, and
engineerswhoprimarilycreate knowledge and information for the organization.
 Knowledge workers usually have high levels of education and memberships in
professionalorganizationsandare oftenaskedtoexercise independentjudgment
as a routine aspect of their work.
 Knowledgeworkerscreate new productsorfindwaysof improving existing ones.
 Knowledge workers perform three key roles that are critical to the organization
and to the managers who work within the organization:
i. Keepthe organizationcurrentinknowledge asitdevelopsinthe external
world-in technology, science, social thought and the arts.
ii. Savingas internal consultantsregardingthe areasof theirknowledge,the
changes taking place, and opportunities.
iii. Acting as change agents, evaluating, initiating, and promoting change
projects.
11.3.2 Requirements ofKnowledgeWorkSystems
i. Most knowledge workers rely on office systems, such as word processors,
voice mail, email, videoconferencing, and scheduling systems, which are
designed to increase worker productivity in the office.
ii. Require highlyspecializedknowledge work systems with powerful graphics,
analytical tools, and communications and document management
capabilities.
iii. Knowledge workers are highly paid-wasting a knowledge worker’s time is
simply too expensive.
11.3.3 ExamplesofKnowledgeWorkSystems
a. ComputerAidedDesign(CAD)
 CAD automatesthe creationandreversionof designs,usingcomputersand
sophisticatedgraphicssoftware.
b. Virtual RealitySystems
 Simulate real-life environments
 3-D medical modelingforsurgeons
 Augmentedreality(AR) systems-relatedtechnologyforenhancingvisualization
 VRML- setof specificationsforinteractive,3-dmodelingonthe WorldWide Web
that can organizedmultiple mediatypes,includinganimation,images,andaudio
to put usersina simulationreal-worldenvironment.