How Can an Organization Use an Intranet to Achieve Knowledge Sharing among Its Employees?

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

Intranet is an inexpensive yet powerful alternative compared to other forms of internal communications. With Intranet, many of the paperwork and documentation can be converted into electronic form on the Web and constantly updated to provide real-time information of all types to the users.

In 2002, Groupe Danone decided to increase “Knowledge Management” sharing across all of their business units within the group through their initiation “Networking Attitude”. It focused on connecting employees across the business unit with each other and sharing the best practices horizontally peer-to-peer instead of relying on the hierarchy. It was the first Phase but in 2007 management want to extend it to the their employees and the customers in the second phase. For that Danone considered three different strategies go wider, go deeper, go richer. Let's analyse all three strategies and pick a suitable one.

This skill extended as a natural way to embrace the management of explicit knowledge. The professionals working with experts subject to collecting, harvesting, and set the organization's intellectual capital. There are at least three important features of this process which makes it unique in the professional information. Firstly, the precious knowledge created by someone working for the first time should be identified in detail, using a taxonomy or model that describes the business objects and processes in the organization. Second, the representation of organizational knowledge must include both the content and the context in which that knowledge is to be made sense of. Thirdly, the objective of codification and representation of knowledge in the organization is allowed to access and retrieve, also facilitated the sharing, reuse, reflection and continuous learning. The professionals have the knowledge and training to them in shaping the content representation scheme that reflects the information needs of the organization. More and more organizations have found it useful to develop their own taxonomy to describe their processes, practices, projects, products, and customers. The structure resulting from content category, title and

Bobst should for example make a further use of its Intranet since it’s a communication channels that every employees in the group has access to. Thus, subsidiaries would feel less frustrated not to have access to all the relevant information. Moreover, to prevent teams from feeling neglected, the Intranet should features more languages.

The position of knowledge management traffic cop is key to the rate at which an organization is able to learn. A single repository for the assembly and deployment of tools and applications is critical to the success of a KM program. Levinson also warns that KM is not just about a web portal, collaborative data base, or other electronic tools. It’s about Social Network Analysis (SNA) – how does knowledge thread its way through an organization, and does everyone speak the same language. Social Network Analysis is a diagnostic method for collecting and analyzing data about the patterns of relationships among people in groups. Applied to knowledge management, SNA can identify patterns of interaction in an enterprise, including its properties, such as the average number of links between people in an organization, the number and qualities of subgroups, information bottlenecks and knowledge brokers. SNA provides a view into the network of relationships that gives knowledge managers leverage to:

Danone’s success is largely attributed to the knowledge and abilities of its employees. The sharing and retaining of this knowledge is extremely important in ensuring the long-term effectiveness of Danone. The Networking attitude initiative was launched at a Danone conference in the fall of 2002 as a means of circulating good practices and enabling the sharing of knowledge across groups in the geographically dispersed company (Edmonson et al, 2008, p. 1-8). Several tools have been developed as part of the initiative, most notably knowledge “marketplaces”, a “who’s who” internal directory system and sharing networks (Edmonson et al, 2008, p. 1). From 2004 to 2007, Danone employees shared almost 640 good practices with colleagues and overall, the Networking attitude initiative has made practical information accessible to about 5000 of the more than 9000 Danone managers around the world. The initiative has incurred very little cost and was seen highly successful by 86% of general managers according to an internal survey (Edmonson et al, 2008, p. 1).

Since the 1930s, networks have become a big part of history, especially when computers became the preferred way of communicating according to Eisenberg (2015). In today’s society, organizations have to adapt quickly in order to stay competitive. Not only will this motivate leaders to stay on top, but also the subordinates. Being competitive in today’s society is key to success, but so is the knowledge of other organizations that are involved in a similar business. It’s a big task for an organization to make changes in the work place, especially for employees. It

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

Recent changes in the organizational structure of the IT system has left open needs for adjusting practices in order to address new demands of protection. The organization has recently made the move from a standalone system to a network-based one, which facilitates greater cooperation and collaboration within the company and increasing overall productivity. A network-based system provides a more flexible structure to still function within a diverse and multifaceted environment. It does so by the fact that within its structure, "communication between components is restricted to message passing, or the equivalent of message passing is a more efficient mechanism can be selected at runtime based on the location of components" (Fielding, 2000). Network-based systems allow communication and dissemination of information to occur seamlessly without lag. This then further empowers individual employees of the organization with greater technological tools. The research suggests that "network-based systems are those capable of operation across a network, but not necessarily in a fashion that is transparent to the user," but rather as an automatic process that increases the ease and productivity of each user while working on the system (Fielding, 2000). As such, it comes with a wide variety of benefits to increase the productivity and efficiency of the organization.

Knowledge management often involves isolating and planning intellectual assets within an organization, producing new knowledge for competitive advantages within the organization, making vast amounts of corporate information accessible. Knowledge management can be hard to interpret or explain. How would a nurse or doctor define “health care” succinctly? How would a CEO explain “management”? Each of these areas is very complex, with many sub-areas of specialization. This in turn leads to the question “Is technology changing the way we read and obtain knowledge”?

Apart from the usual definitions, the most important definition of knowledge management is dependent on a comprehensive idea about the Knowledge management systems. According to Jennex (2008), the Knowledge Management systems (KMS) consists of the different components of IT/ICT, users, repositories, processes for using and generation of knowledge, culture for proper utilisation of knowledge, and the initiatives for the goals and measures related to the Knowledge management. The success of KM depends largely upon the success of KMS, as KMS has been regarded as the personification of KM (p.37).

However, knowledge management is often inadequate when it comes to knowledge sharing, particularly among academic staff who work in universities. As a result, tacit knowledge of expert academics has not been recorded and documented and eventually lost. Consequently, the inexpert academics are unable to use useful information, as no knowledge has been shared among academic staff. Therefore, it is important to address the barriers that

The final approach to ICT utilization in knowledge management outlined by Hislop (2013) may be found in the application of collaboration tools to facilitate knowledge transfer. “Here ICTs, via a wide range of virtual/web-based platforms, forums, and conduits such as email, instant messaging, discussion boards, intranets, chatrooms, blogs et., create conditions where rich interpersonal interactions can take place […]” (Hislop, 2013, p.210.). My organization habitually utilizes email, instant messaging and web technology to create a virtual space for training function personnel to meet. As we are located in

“Knowledge sharing means transfer, dissemination, and exchange of knowledge, experience, skills, and valuable information from one individual to other members within an organization”.