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Knowledge Management: The SPL Model 1.0

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Knowledge Management: The SPL Model 1.0

  1. 1. IT and Knowledge Management M t Application of Scholarly-Practice-Leadership (SPL) Model Dr. Alain Nkoyock Website: W b it www.nkoyock.net k k t Blog: http://blog.nkoyock.net Email: alain.nkoyock@yahoo.com Follow me on LinkedIn, Facebook, and Twitter
  2. 2. Knowledge Management Theory Guided by various perspectives • Information-processing theory • Organizational learning theory • Knowledge creation • Dynamic capabilities y p • Resource-based theory of the firm/competitive advantage The knowledge-based view of the firm • Draws upon the resourced-based view • Considers knowledge as a distinctively unique resource that should be managed g The resource-based view of competitive advantage • Suggests that organizations with valuable, unique and non- substitutable resources gain sustainable competitive advantage and superior performance.
  3. 3. Knowledge Management: Definition (1/2) Process of acquiring knowledge from the organization or another source and turning it into explicit information that the employees can use to transform into their own knowledge allowing them to create and increase organizational knowledge Ability to create and manage a culture and structure that encourages and facilitates the creation, appropriate use, and sharing of knowledge to improve organizational performance and effectiveness Process that involves three elements: people, p p p , processes, , and technology Process that comprises 9 activity classes: • 5 primary activities • 4 secondary activities.
  4. 4. Knowledge Management: Definition (2/2) Five primary classes of activities • Acquisition • Selection • Generation • Assimilation • Emission Four secondary classes of activities Measurement Control C t l Coordination Leadership
  5. 5. Knowledge Management Chain Model g g
  6. 6. Data, Information, and Knowledge Knowledge is not data or information Data is simply raw facts without context Information is data that comes with context Knowledge is information that is contextual and relevant of event, as well as actionable by something like human or f t ll ti bl b thi lik h agent Knowledge is information in action Information Data Knowledge Knowledge can be: tacit, explicit, and embedded.
  7. 7. Knowledge Management, Decision Making, Making and Innovation The optimal use of corporate knowledge assets is a fuel that drives dri es a firm’s engine of innovation inno ation The knowledge needs of decision makers drive the knowledge derivation process Decision makers use online analytical processing (OLAP) applications (Executive information systems, Expert systems, Agent-based modeling, Data mining, and Decision support systems). Decision Making Phases g KM Activities Basic Tasks Acquisition Intelligence Selection Recognizing a need; Gathering knowledge Design Choice Generation Developing alternatives; Choosing an p g g alternative Assimilation Implementation Emission Putting choice into action; Alerting affected others about choice
  8. 8. KM and Operational Needs Process workers perform day-to-day operations following specific business operational needs These operational systems demand procedural specificity and support corporate mission-critical processes Process workers use O li transaction processing (OLTP) P k Online t ti i systems /Transaction processing systems (TPS) Examples of OLTPs: airline customer reservation systems, online banking systems, financial applications, payroll, manufacturing, inventory and human resources.
  9. 9. Knowledge Management Systems (KMS) KM involves people, processes, and technology Technology part of KM design finds its origins in knowledge-based systems and information systems KMS was initially used mainly in intranet development and business process re-engineering (BPR) (BPR). Information Systems & Knowledge- based systems y People (Tacit, People Explicit , & (Leadership & Embedded Management) Knowledge) Processes Core Processes CP1 CP2 CP3 Value Creation
  10. 10. Knowledge Management Systems (KMS) g g y ( )
  11. 11. Thanks Dr. Alain Nkoyock Website: W b it www.nkoyock.net k k t Blog: http://blog.nkoyock.net Email: alain.nkoyock@yahoo.com Follow me on LinkedIn, Facebook, and Twitter

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