Information Technology And Its Impact On The Workplace

Their solution was to develop a knowledge management portal on the company’s intranet. Good planning is important because the company is a large business. Logging in and inputting data can be challenging if everyone is out on the field gathering information then remembering to input what’s relevant to the current situation.

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

The knowledge loss is unavoidable at every organization. Thus, the strategies for knowledge retention are included not only retaining knowledge but also active knowledge recovery. There are three ways that managers can use for knowledge recovery

New employees are tossed into a maelstrom of project implementation and expected to perform without any substantial introduction to NASA’s processes, history, culture, and lessons learned. Rather than advocating a return to days of large projects, knowledge management principles offers a solution for moving ahead, acknowledging today’s constraints and adapting to a world where technology and innovative processes must partially replace the mentoring and measured approaches of the past. NASA’s knowledge, its intellectual capital, is the Agency’s primary, sustainable source of competitive advantage. Physical assets age, today’s workforce is mobile, and technology is quickly bypassed. Our knowledge as an Agency, however, can endure. This knowledge is a fluid mix of experience and know-how that allows NASA employees to strive for and achieve the improbable day after day. Those companies whose cultures promote knowledge sharing and individual learning have high employee retention, attract high-quality employees, and have a workforce that focuses on fixing the problem rather than fixing the blame. Knowledge management is the spark that will ignite our ability to get the most from the investments we have made in our workforce and information technology, and to harness the considerable intellectual capital within the Agency and its partners.

In today’s IT world, as many departments compete to keep up with the changes in technology, employees in the company increasingly want to use their own devices to access the information. Bring your own device (BYOD) which is also called as bring your own technology (BYOT), bring your own phone (BYOP), bring your own PC (BYOPC), commonly allude to an IT policy of allowing employees to bring their own mobile devices such as laptops and smart phones to their office, and to use those gadgets to access confidential company information and its applications. It has evolved to authorize workforces through a phenomenon commonly known as Consumerization of Information Technology (IT).

One of the primary reasons for the heightened interest in knowledge management is owing to the advances in information and communication technologies. But why have these technologies created such interest in how people can manage knowledge? Grover and Davenport (2001) highlight that the computing technology evolves in business to the point where it generates interest in managing knowledge. It starts by enabling processes at the level of transactions at the point of work. These systems were collecting amount of data which need to be processed to make sense out of it, and hence, the advent of data processing systems. Such a vast amount of information needs to be interpreted and applied by the management for effective action and even

Some employees possess rare or difficult-to-imitate knowledge which makes them important to the organization’s success. Determining what happens when these valuable employees leave may help leaders to better understand the impact of knowledge loss and cause them to create the right knowledge management system (Massingham,2008). The following paper highlights the how organizations lose knowledge and method to retain their knowledge by understanding the barriers to a knowledge management system.

Although initially Senior Management focus was solving business related efficiency problems, their center of attention change when the Worker’s Compensation Board Senior Executive committee agreed on the Electronic Claim File system project. If the project was to succeed, its company’s three pillar approach was to be centered on its 1200 employees. At a recent SPE forum, it was determined that some 25% of select E&P projects do not meet their target goals, and that 80% of the failures were attributable to "the human factor" (Caldwell and Winkler, 2001). The core of the organizational knowledge management system is the people. This component includes all the organization's stakeholders – employees, owners, customers, suppliers and regulators/legislators. However, employees are the most significant participants. They are the key source of the intellectual capital acquired and managed by the knowledge management system (Meso, Smith (2000). Even in an age when the internet has dramatically changed the structure of commerce on so many levels; quality, talent and security of people still make all the difference. People not technology drive the success of a business. Future technology will change to meet the need of the society. A company's most valuable resource is its' employees. Corporations invest millions of dollars in attracting, compensating, educating and retaining

Knowledge management helps to solve some of the most common business problems and at the same time delivers

KM is the name given to the set of systematic actions that an organization can take to obtain the greatest value from the knowledge available to it (Davenport and Prusak, 1998). Systematic means that KM projects are intentional actions in an organizational context. Value means that KM projects are measured according to how KM projects contribute to increased organizational ability (Prieto and Gutierrez 2001; Goldkuhl and Braf 2002). KM as an intentional and value-adding action is not easy to accomplish in practice (Scarbrough and Swan 1999). Scarbrough and Swan present several case studies in KM, successful and unsuccessful in their respective KM project. A major point and lessons from the case studies is that prevalent approaches in KM overstate technology and understate how technology is implemented and applied. The scope of KM encompasses individual competence and organization memory, knowledge creation from tacit to explicit knowledge, including the role of organizations in facilitating the creation of knowledge.

KM is a discipline that promotes an integrated approach for identification, capture, retrieval, distribution, sharing, use and reuse of information and knowledge assets. Through this discipline, staff, processes and technologies will be aligned to drive the realisable value and benefits of the information provided and knowledge assets and contribute to the organisational efficiency, effectiveness and innovation. Despite the continuing interest among researchers and practitioners on KM, however, KM still remains a mystic to senior executives in an organisation filled with obscure terminologies and often, treated as a marginal periphery.

Knowledge management is defined as the productive handling of information and resources within a firm for best decision-making process (Jashapara 2010). The main objective of knowledge management within an organisation is to enhance performance by empowering personnel to obtain, share and employ their collective information in order for them to make the right decisions when required (Sokhanvar, et al., 2014). Knowledge management entails more than technologies used for tracking or sharing information, it is also about creation of practice, developing trusted content and forming networks within and outside the organisation. In order to understand about an organisation’s knowledge management practice, one needs to understand the organisational structure in which it is found. Some organisation’s culture dictate the manner in which people interact and collaborate as regards to information is handled for the success of the organisation. Such organisations indoctrinate their employees on the value of knowledge and the significance of collaborating with each other. In addition, such organisations have support structures that facilitate this process such as mentorship programs. On the contrary, that do not act on their resources and information because they do not have mechanisms that support networking, collaboration and sharing of information. This consequently leads to a situation of negligence by the employees and to the detriment of the organisation. The paper

The term knowledge management has become common in businesses throughout the world. Despite its increased prevalence, there remains a large degree of confusion concerning the applied definition of what knowledge management is. Within the knowledge management community, attempts at defining this elusive term appear to be in constant flux. However, a basic description of what constitutes knowledge management, and the various

There are several types of knowledge which will benefit to company, such as working Experiences (especially experience from skilled employees), Inventions and Patents, Market & Technology “intelligence” (like customer information, contacts), the information about suppliers and partners.

The difference between Knowledge Management Systems (KMS) and intranets is shorter than it used to be; what’s significant is the functionality that it offers to agents. Intranets and KMSs can provide a simple way for employees to communicate across the business, however universally spread they are geographically.