1) INTRODUCTION: 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.
1.1 Principles of knowledge management.
Principle is defined as the truth or regulation in the context of reasoning or an act which consist of four characteristics which is timeless, changeless, universal and scalable. There are 8 principles of knowledge management (KM) which will be discussed below.
a. KM Strategy – the strategy of knowledge management must be associated with vision and values
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Knowledge doesn’t grow forever – evolution of knowledge is a result of unlearning and not practising old ways of thinking.
h. No one is in charge – personal and team knowledge management results in effective organizational management.
1.2. Objectives of implementing knowledge management. Proper management of knowledge is important because it is the key factor for success in the knowledge economy. The first objective of KM implementation is to improve decision-making processes. KM helps in cutting through noise, sharing information and thus facilitate knowledgeable decision. Besides, the implementation of KM is to improve innovation by means of encouraging free flow ideas. This eventually will help in embracing change and insight, which lead to innovation. The third objective is to improve responsiveness to customers. Knowledge management results in proper arrangement and order of information and therefore can be delivered to customers in a systemic manner. Lastly, the objective of implementing KM is to improve efficiency of people and operations. KM will indirectly create a culture where continuous assessing of oneself,
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Firstly, selecting the knowledge management team. The team should consist of a ‘knowledge champion’ to advocate the program and work with sponsors, a ‘project manager’ to develop strategies and business case, a ‘Chief Knowledge Officer’ as a base of support and guides strategies and policies and a ‘super-users’ to influence the community. Secondly, establishing KM strategy and business case. Organisation need to perform a knowledge-based SWOT analysis, gap analysis, difference between existing knowledge with its strategic requirements and a cost benefit analysis. Next, performing knowledge assessment and audit. It determines the strength and weakness of the organisation and examines the assets such as source and location. The approach is followed by performing Information Technology (IT) assessment. It should be conducted on three diagnostic areas which is IT assets, IT management process and IT investment performance to examine the spending profiles and its impacts. The fifth approach is developing project plan and measurement systems. It is based on the results of the knowledge, audit and technology assessment carried out that answers the questions of what, why, where, when and how. Those recommendation can help organisation to manage knowledge that are available
Through our examination of Hislop (2013) and other supporting material during this class, we have discovered the characteristics and nature of knowledge management strategy. Using my organization as a back drop it has become clear the one does not merely undertake a knowledge management program and expect success. Instead, it requires a thorough examination of the organization, essential knowledge, key roles, policies, politics, available technology
Knowledge management was defined as the turning of information into actionable knowledge which can be accessed by people who can apply it. Robbins (2003) gives a time perspective in his definition of knowledge management. He mentions as part of knowledge management the distribution of the right information to the right people at the right time. Lytras et al (2002) gives a definition of knowledge management which emphasises the purpose of knowledge management. In the definition creation of new capabilities, enablement for superior performance, encouraging innovation and enhancement of customer value were mentioned. For the purpose of this study the researcher summarised knowledge management as the intentional process of coordinating people, technology and systems to optimise creation and sharing of intellectual
While Knowledge Management (KM) is important in any business however, there is no real agreed upon definition. KM is a concept that includes the
Abstract - knowledge management is a discipline that seeks to improve the performance of individuals and organizations by maintaining and influencing the present and future value of knowledge resources. It is an amalgamation of plentiful endeavors and fields of study. This paper provides a framework for distinguishing the various tools like methods, practices and technologies available to knowledge management practitioners. It includes a summary of a number of key terms and concepts, illustrates the framework, imparting examples of how to use it and searching a variety of prospective areas.
"Management is the process of working with people and resources to accomplish organizational goals. Good managers do those things both effectively and efficiently" (Bateman, 2004, p.14). "Management have four traditional functions, which are planning, organizing, leading, and controlling" (Bateman, 2004, p.8). Good managers don 't neglect any of the four important functions because if they do they will fail. They must be determined to be effective and perform to their best abilities. These four functions are the basics to management and have been followed by many managers for a long time. That 's why knowledge management has taken such a big role in management because it began a new idea. That 's what knowledge management is all about, new ideas. There are many things a company can do to adopt the concept of knowledge management into their systems. Knowledge management really focuses on the people. It 's a new idea to utilize the people of the company and get more ideas from them and not just the company owner. It tries to find and unlock peoples ' wisdom. It tries to share
At the present time, organizations do not compete merely on the grounds of financial resources and tangible assets, rather knowledge is the new competitive advantage in business. According to Omotayo (2015), there is popular saying that knowledge is power. depending on this claim, it can be said that knowledge management is the key to power.
Knowledge Management (KM) is a strategic method of locating, defining, collecting, storing, sharing, organising, receiving and adopting valuable information and knowledge within an
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.
This report looks at the use of Knowledge Management (KM) and Innovation as a strategy in an organisation and how organisations have adopted the concept and principles behind the Knowledge Management theory and implementing them into the organisation to measure the successful delivery of the strategy.
The chosen article mainly discusses how organizations apply knowledge management strategies (KMS) in different phases of the decision-making process in complex situations and how KMS influence decision-making and provides instruction for management level to decide which strategy to apply according to the realities of the situation.
This paper dwells upon definition, types, scope, technology and modeling of knowledge and Knowledge Management while examining its strategic importance for retaining the competitive advantage by the
Knowledge management systems are an incredible asset to an organization, because they are not just a data collection repository. This unique system is multi- faceted and involves more than just technology as it is a multi-disciplinary field that encompasses theories in sociology, healthcare, and economics (Morrissey & Schoemaker, 2005). A KMS combines these theories in order to create a cohesive community within an organization in order to facilitate knowledge and address solutions to practical problems. This system increases collaboration and knowledge sharing among all staff members. Knowledge management can be applied to various fields, but there are four essential components that it contains. These components are creation of a
The purpose of the Knowledge Management System (KMS) is to collect, interpret and share the knowledge between the stakeholders of any community or organization. The very first thing KMS is the development of the knowledge which comes from learning, innovation, creativity and importation from the outside of any environment where KMS needs to be applied. A similar activity had been done by Celemi International AB; a service provider for the change management, when they developed a monitoring system for intangible asset
KM is defined as the set of organized and regimented actions that can be taken to attain the maximum value from the knowledge available to it by an organization. A proper combination of organizational, social and administration motivation along with exploitation of apposite technology is required by KM. Gathering, classify, store and spread all
Knowledge management is a large term and can mean a number of things. For the purpose of this paper, the definition of knowledge management that I will recognize is the creation, development, and sharing of knowledge and information within an organization. However the problem remains, as well as the topic of this paper, exactly how effective is knowledge management in an organization. Furthermore, the key question that I hope to answer in this paper is how the use and development of knowledge can be managed in an organization. Although there are countless pieces of literature on knowledge management itself, and there have been proposals that link knowledge management to a company’s performance, to this date there are very few papers that attempt to measure the effectiveness of knowledge management within an organization. Overall, my objective of this paper is to compare two separate companies and first, find out how to measure the value of knowledge management, and second, find out how beneficial it is to the organization.