Different Types Of Knowledge Management

Knowledge is considered as one of the most important and competitive resource for sustenance of the organisation (Zack, 1999). It can be compared to the strategic resource that can be used and applied in various frames of the organisation. Experienced managers in the organisations believe that company can receive strategic advantage through knowledge and not the strategies or actions implemented by competitors. Knowledge can be regarded as a strong approach that opens numerous ways of success. It is that weapon that help organisation to evaluate solutions in financial and other professional difficulties.

Technologies are divided in three set communication, collaboration and storage. And this is three set is a tools to KMS a system that facilitates knowledge management by ensuring knowledge flow from different sectors in those who know to those who need to know.

As a part of “$1 billion revenues by 2014”, the success of this initiative progrom great depended on the knowledge management function. KM would help in the ideation process and would provide critical IT systems support through Neuron. According to the process of the “5*50” initiative program, the KM function would alter its roles and responsibilities in following fields：

This chapter describes what is knowledge management in details as well as what is the factors of implementing knowledge management which are implementing best practices, network expansion, systematic information system infrastructure, good organizational culture, senior management leadership and commitment and trustworthiness of teamwork.

The superior capabilities of knowledge management systems provide an opportunity for the business to engage the most effective components and recognize the importance of communication to make informed, accurate decisions (McGrath, 2001). This system can organize the company’s knowledge resources, knowledge obtaining, organizing, and applying to make a sound routine the will enforce effectiveness (Niu, 2008). The dynamic function of knowledge management to create, capture, and apply knowledge to achieve an organization’s objective will allow them to be more profitable and successful (Zucker, 1986). In addition to increasing profits, the system can be also used to reduce costs and enhance research and development (DeTienne & Jackson, 2001). With all of these advantages, it would be wasteful for a company to not employ knowledge management. As seen in the Discovery Communications, Inc. example, the company can attribute their new productivity levels and increase in ease of securing documents to the knowledge management system that put into place by Carefree Technology. Like Discovery Communications, Inc., knowledge management is so popular today because companies can collect, process and share knowledge to ignite employees ' creativity which in turn will make the business grow. Wenhong and Jianhua (2009) explained the core of knowledge management is to convert company’s knowledge resources into an increased company

While Knowledge Management (KM) is important in any business however, there is no real agreed upon definition. KM is a concept that includes the

In 2000, Airbus Industrie’s Supervisory Board was making the biggest decision in the company history: whether Airbus should commit to develop world’s largest jumbo jet. At that time, there are only two major commercial jets manufactory companies: the younger Airbus and the bigger Boeing. Boeing had been at the forefront of civil aviation for over half century. Airbus was founded in 1970as a consortium and merged into a new company known as European Aeronautic Defense and Space Company. Airbus developed “fly-by-wire” technology and “cross crew qualification” technology to compete with Boeing in large jets (those with 70 or more seats) market. While Airbus was booked more than

The following analysis identifies the major strategic issues of Airbus and its industry, provides alternatives and a recommendation of the most optimal solution, and details a plan of implementation for the company.

⎝ On the one hand there is the Knowledge Management Information System. They are systems that support the creation, capture, storage and dissemination of firm expertise and knowledge. It is very important as far as demographic issues are of paramount importance, firms need to be prepared: we can say that knowledge is a firm asset. The difficult part is to transfer the explicit part of knowledge which cannot be learnt contrary to the implicit part. More knowledge could be shared in FedEx company, for instance every employee could share and be aware of the prices or the routes of each box.

To get sustainable competitive advantage, the significant role of knowledge management has been explored. Knowledge management causes companies’ core competencies to become stronger. Therefore, competitive advantage has been more sustainable. Knowledge management is perceived as the development of organizing the intangible asset of a firm. The economic and production level of a company relies more on its brainpower, human capital and invisible competences than its physical assets. The function of each business relies upon the knowledge of its human capital.

Since the mid-1990s, knowledge management has become increasingly significant for business managers and companies. ‘It is broadly accepted that systematic knowledge management is tightly linked with gaining and sustaining competitive advantage.’ (Bogner & Bansal, 2007, p658-6 as cited in Hislop, 2009, p1) The definition of knowledge management is various because of the wide range of this concept and its complexity (Al-Hawamdeh, 2003). For example, the broad definition provided by McAdam and McCreedy (2000, p155 as cited in Hislop 2009, p53) note that: ‘KM relates to the management of anything classified as knowledge’ Furthermore, Hislop (2009, p59)

With Airbus continuing to gain market share on Boeing, some available opportunities that are not mentioned in the case study is an expansion into military production. Boeing was the leader of military aircrafts and this would be an open opportunity for Airbus. Airbus eventually entered into the military production in December 2000 with orders for the German Air force. Airbus has the opportunity as well to take the lead on green initiatives, as the world grows ever more concerned about the environment.

Organisational learning can be seen as the goal of knowledge management and may be obtained by good knowledge management strategies and processes. By motivating the creation, dissemination and application of knowledge, KM initiatives pay off by helping the organization embed knowledge into organisational processes so that it can continuously improve its practices and behaviours and pursue the achievement of its goals.

Knowledge management systems provide a means to assemble and act on the knowledge accumulated throughout an organization. Such knowledge may include the texts and images contained in patents, design methods, best

1 THE KNOWLEDGE ENVIRONMENT– EXTERNAL CONTEXT ...................................................................... 2 HP’s Markets and Competitors ........................................................................................................... 2 INTERNAL KNOWLEDGE CULTURE AND ORGANISATIONAL STRUCTURE ............................................... 3 HP’s Phased Approach to KM ............................................................................................................. 3 Phase 1: Create the Foundation ..................................................................................................... 3 Phase 2 & 3: Build, Launch and Permeate the Environment .......................................................... 3 Organizational Culture ........................................................................................................................ 4 KNOWLEDGE ROLES ................................................................................................................................ 5 Knowledge Leadership ........................................................................................................................ 5 Knowledge Workers ............................................................................................................................ 6 TECHNOLOGY AND KNOWLEDGE SHARING