Essay On Knowledge Sharing

In order to manage knowledge successfully, it is essential to clarify the essence of knowledge before identifying the importance of knowledge management. The perception of knowledge has been varied broadly; however, one of the generally accepted defintion is from Davenport and Prusak (1998). According to their points of view, knowledge is defined as a set of experience and values, it either comes from individuals ' mind or roots in the organisation, which can be found in the documents, routines, practices and norms, and is assumed to flow between individuals through various networks, being used to assess and embody new

This chapter reviews the related literature on knowledge management. It is divided into five main sections. The first section presents conceptual framework for the study elucidating key concepts of the study. The second section discusses the theoretical framework where key theories informing the study are discussed. In this section knowledge management theories and models are discussed and linked to the study. Section three reviews a critical review of the existing literature on the subject of knowledge management. In this section empirical studies are interrogated and critiqued to identify important variables which are relevant in this study. The current international knowledge coordination systems and knowledge management best practices will be evaluated. The literature review ends with a discussion of knowledge management critical success factors (knowledge enablers) related to the objectives of this study. The need for top management commitment in knowledge management processes is examined. The effect of organizational

In the recent past information and knowledge revolution have been witnessed in all sectors of production and have had the magnitude of the industrial revolution in the 18th and 19th centuries (Ondari-Okemwa & Smith, 2009). “Knowledge has been increasingly recognised as the most important economic resource surpassing the traditional resources of capital, labour and land” (Drucker, 1993). Tacit Knowledge creation and sharing has been attracting increasing interest, since the process of creating and managing it is relatively complex as compared to explicit knowledge. It is almost impossible to characterize tacit Knowledge without describing Knowledge and Knowledge Management (Mungai,

Knowledge is defined as “an understanding and one that gains knowledge through experience, reasoning, intuition and learning” (Cong, & Pandya, 2003, p. 2). Individuals can inflate their knowledge when they share their knowledge with others, and when knowledge is combined with other people’s knowledge they will begin to build new knowledge. It is also considered as a mixture of values, experience, background information, grounded intuition and authority insight that offers a framework and environment for integrating and gauging new information and experiences. It “is applied in the minds of knowers and in organizations, where it is often embedded not only in documents or repositories but also in organizational routines, processes, practices and norms” (Cong, & Pandya, 2003, p. 2).

The problem for this dissertation study test the challenges associated with creating, capturing and sharing knowledge. Doda (2017) describes this method as knowledge management. This method uses a critical goal of improving learning and performance in an organizational framework. Knowledge management as theory and a model was improved by Dalkir in 2005 (Atieh & Somayeh, 2017).

In a modernized and globalized world, knowledge creation and synergization of knowledge in an organization is truly crucial. As data and information are readily available, and information communication technology (ICT) has highly advanced, organizations such as B&Q need to understand how knowledge creation can assist to improve internal and external processes and also encourage innovation.

With the benefit of hindsight, it is apparent that in the knowledge era, creating and leveraging knowledge is the business of business. By all available measures, the stock market is already providing handsome rewards to companies that successfully leverage their knowledge--a phenomenon that will almost surely grow in significance as knowledge-based organizations increase in size and number. A number of firms are anticipating this and looking to knowledge management to enhance, measure, and manage the knowledge of their employees and organizations more effectively.

We have ConocoPhillips as our project firm of Knowledge Management. We learnt a lot about the importance of Knowledge sharing in today’s firms. The company continues to make tremendous progress toward its vision of

Knowledge management is defined by Sallis and Jones (2002), as “a systemic method for managing individual, group and organisational knowledge using the appropriate means and technology”. In short, it involves various fields of expertise in achieving organisational objectives by making the best use of knowledge at the same time.

Knowledge in organizations is classified into two types, tacit and explicit. Knowing the differences between explicit and tacit knowledge is key to understanding how knowledge is shared. Explicit knowledge is

talk about sharing knowledgethey have begun to put into place the tools and processes that can actually bring it about. Knowledge databases, best practice seminars, technology fairs, cross-functional teams, "Does anyone know . . . ?" e-mails, and groupware, to name but a few knowledge-sharing processes, have the avowed purpose of getting knowledge that exists in one part of the organization put to use in another part of the organization. Three Myths Pervading the idea of knowledge sharing are three myths. Perhaps myth is the wrong termmaybe they are just assumptions that seem reasonable at first glance, but when acted on send organizations to a dead end. Many of the organizations I studied started with one or more of these assumptions and then had to make corrections to get back on track. The three myths are (1) build it and they will come, (2) technology can

Different types of knowledge influence us in different ways. The way in which knowledge affects an individual depends on the community of shared knowledge they belong to. Shared knowledge is the product of more than one individual, and further shared amongst all individuals in a given group. It is stated as something “We know.” Shared knowledge is objective and not static, as over time, it evolves due to new advancements in the method of enquiry. For example, in my IB Biology course, the subject matter in each learning outcome is the product of a large number of individuals working together. The knowledge is shared amongst my colleagues and I, and other individuals in the Biology community. The IB Biology course is changing in the near future due to new discoveries in the methods of inquiry that were accepted by the Biology community. Shared knowledge becomes

Nevertheless, other researchers propose a more detailed view of factors constituting a knowledge intensive organization. Such includes the employment of a large proportion of employees trading primarily in knowledge, through the creative generation and usage of knowledge to deliver complex and unique products and/or services(Blackler, 1995; Karreman et al., 2002). Physical manifestations of knowledge intensiveness has also been observed in firms, through increased decentralization and flatter organizational structures(Grey and Sturdy,

Knowledge sharing techniques such as communities of practice, mentoring, lunch and learn sessions, business process maps, expertise directories of staff are just as useful for

First, a knowledge-sharing platform is not just an enterprise-wide software application, it is the combining of the accumulating knowledge sources throughout an enterprise strengthened with an effective change management system as well. Being able to capitalize on the many sources of knowledge in a business, some in