Knowledge Management Systems (Kms) in Organization: a Collaborative Model for Decision Makers

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：

Knowledge Management (KM) uses various ways to identify opportunities for improvement (OFI). What needs to be remembered is that KM improvements are not simple, they are in fact complex. “They must be integrated with changes in work processes in other units to yield benefits” (White & Griffith 2010, p. 334). Because important projects can take several years to complete it is important for KM to have a sophisticated planning process for continuous improvement. In order to have a successful

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

KM is significantly important for organizations in modern economic system, it is also a form of expertise management to administer and incorporate subjective information such as thoughts, insights, ideas and experiences in order to enhance individual knowledge as well as organizational value and corporate culture. (StudyMode, 1999)

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 “What is Knowledge Management Strategy & Metrics”?

In the mid-1990’s, owing to the already widely used internet and the shiftsin business environments, reuse of knowledge has become one of companiescompetitive advantage, because having learned from the past, they are minimizing the chance of committing the same mistakes twice or learned what could have done to maximize benefits. Knowledge management has become an important function for success. As a result KM has

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 is the process of capturing, developing, sharing, and effectively using organisational knowledge. It refers to a multi-disciplined approach to achieving organizational objectives by making the best use of knowledge (Introduction to Knowledge Management. (2007, March 19).

Knowledge Management System (KM System) refers to a (generally IT based) system for managing knowledge in organizations, supporting creation, capture, storage and dissemination of information. It can comprise a part (neither necessary or sufficient) of a Knowledge Management initiative.

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

Using accessible knowledge from outside sources Embedding and storing knowledge in business processes, products and services Representing knowledge in databases and documents Promoting knowledge growth through the organization’s culture and incentives Transferring and sharing knowledge throughout the organization Assessing the value of knowledge assets and impact on a regular basis

Alavi, M. and Leidner, D.E., (2001). Review: Knowledge Management and Knowledge Management Systems: Conceptual Foundations and Research Issues. MIS Quarterly, 25(1), pp. 107-136.

Other serious barriers to the success of KM initiatives include the intangible element associated with knowledge (e.g., “managing stuff in people’s heads”), and the nature of organizational learning. A lack of clarity about the depth of KM processes can also encumber KM initiatives.

The concept of knowledge management (KM) has been used in different disciplines, mostly people use it in engineering and artificial intelligence area. Recently, more and more people realized that knowledge has become an important resource in business management. KM is about to deliver the right knowledge to the right people. At the same time, it can be retrieved and used its knowledge in any current applications or scenarios for people to analyze. Since KM has become more important in business strategic and tactical requirements, we conclude that knowledge management is the management of