Knowledge Management majorly can be seen as an approach whereby an enterprise or organization can influence the ‘tacit’ and ‘explicit’ Knowledge of its employees, trading partners, and outside experts for the benefit of the organization (Ackerman et al., 2002, Bellaver and Lusa, 2001). Knowledge Management leads to driving Knowledge till an extent of being a vital asset of an organization and alongside develops processes and activities to manage it efficiently & effectively (Moffet & McAdam, 2003). This essay throws light on two approaches to knowledge management and how they differ in context to the their respective techniques of Knowledge Management. The next section gives a broader view of Nonaka’s Theory and approach to knowledge management and his basis of considering individual knowledge articulation and Knowledge Sharing, a facilitator to organizational knowledge creation. Further, this essay explains how the implications of Knowledge Management, Individual and Organizational; link to management and strategy and how adapting proper techniques and processes of knowledge management provide organizations with a competitive advantage over its contenders. A Great deal of dependency lies on Innovation & Creativity, basically ideas; implying dependency upon Knowledge Management & transfer as well as its integrated implications with Management & Strategy amongst the individuals within the organization. Widely, two approaches to knowledge management can be identified, compared and argued, the ‘Individual/Personal’ or ‘Tacit Knowledge’ approach to & the ‘Organizational’ or ‘Explicit Knowledge’ approach. Many Papers and theories suggest these are often seen as the Japanese/Eastern Managers Approach and Western Managers Approach respec... ... middle of paper ... ... Academy of Management Journal, Vol. 44 No. 4, pp. 661-81. Simonin, B.L. (1999), ‘‘Ambiguity and the process of knowledge transfer in strategic alliances’’, Strategic Management Journal, Vol. 20 No. 7, pp. 595-623. Stenmark, D. (2001), ‘‘Leveraging tacit organizational knowledge’’, Journal of Management Information Systems, Vol. 17 No. 3, pp. 9-24.w Spear, S and Bowen,H. (1999). Decoding the DNA of the Toyota Production System. Sanchez R.(2005),”Knowledge Management and organizational learning: Fundamental Concepts for theory and practice” Lund institute of Economic Research , Working paper series. Van Winkelen, C. and McKenzie, J. “Integrating Individual and Organisational Learning Initiatives: Working Across Knowledge Management and Human Resource Management Functional Boundaries.” The Electronic Journal of Knowledge Management Volume 5 Issue 4, pp. 527 – 538
Knowledge work according to Raman, (1999), contains activities, which are "information-based, knowledge intensive and knowledge generating" (p. 2). The paper's theme is, "organizations staying ahead of the competition have come to realize knowledge and knowledge workers are their key to success in today's environment where knowledge and information have become commodities" (Raman, 1999, p. 1). This paper's theme traces the historical development of knowledge management and knowledge workers; differentiates between knowledge workers and non-knowledge workers, and illustrate the knowledge workers experience in the author's organization. Knowledge systems contain the potential to increase business value (Bang, Cleemann, & Bramming, 2010).
The management of knowledge within the context of organizational processes is a determining factor of its effectiveness and level of performance. Hislop (2013) stated, "One of the key distinctions in the knowledge management literature relates to epistemology" (p. 8). In an attempt to acquire an in-depth understanding of key aspects of knowledge management I will analyze a key organizational job position that possesses valuable experience and traits of fulfilling responsibilities. My analysis will include a description of the organization and position, a review of the perspectives and types of knowledge, as described by Hislop (2013), as they relate to the job position, and the challenges encountered in transferring
Learning capability is a resource that can become a source of sustainable competitive advantage for the Economist. Through learning management processes, it can have more related information to provide a high level of management to select and compare, and come out with more effective strategies to gain the benefits of the market. This means that appropriate investments in learning initiatives can enhance the Economists’ performance. However, not all of the resources are direct contributors. Although resources such as technology, culture and knowledge conversion are necessary for effective learning capabilities they did not impact organizational performance directly. They work in combination with and support other resources, such as knowledge acquisition and knowledge application that may contribute directly to organizational success
Employees characteristics as well as how they were trained and their working environment influence how the learn. Commonwealth Bank sees each employee as an individual and by understanding informal learning and how each person's capabilities are different they are able to use specific measures to help each employee. Informal learning through on-the-job training influences their HRD diversity practices. Diversity is important for the culture and value of their business (Commonwealth Bank of Australia, 2013) and influences employees ongoing work performance. Through self-directed learning and experience-based learning in Commonwealth Bank, employees are enabled to improved skills and knowledge that makes it easier for associates to oversee change, perform well and be satisfied with their work.
T.D. Wilson (2002) makes a point of identifying several sources of articles, references and course syllabi with varying takes on knowledge management within organizations. Wilson is convinced that organizations misuse the terminology “knowledge management” and that their activities are more concerned with managing information than with the management of knowledge (Wilson, 2002). Wilson defines knowledge as involving “the mental processes of comprehension” or, as “what we know” and information as the expression of what we know and can convey through messages (Wilson, 2002). By researching the use of the “knowledge management” Wilson conveys that the terms knowledge and information are used interchangeably, which results in an inaccurate application
(106) 'Knowledge management means using the ideas and experience of employees, customers and suppliers to improve the organisation’s performance. ' (5) Knowledge management (KM) is best when 'it is in alignment with organizational culture, structure and strategy ' (5). For this reason, the aim of this briefing document is to advise Santander on solutions to potential KM barriers employees may face by discussing three key barriers- culture, technology and leadership.
Figure 5. Source: Minds on Fire by John Seely Brown[16] 7. PROPOSED KNOWLEDGE MANAGEMENT CONCEPTUAL FRAME-WORK This section describes a proposed integrated knowledge management framework (Figure 4) based on Wang Qifeng et al. Knowledge Manage-ment for Manufacturing Process.
...bjectives and realize growth. Knowledge Management Knowledge management plays a key role in ensuring that the different functions and activities of a company are synchronized. In Google’s case, the purchase of Motorola (which has turned out not to have been the best business decision) probably could have been avoided if the knowledge within the company was managed and used better. Knowledge enables a company to create, recognize and distribute opportunities. When every employee of a company contributes his or her part of knowledge into the knowledge pool, it is very beneficial as it contributes to the overall success of the company. Proper application of the available knowledge in a company can offer several competitive benefits to both the company and the employees. Application of accurate knowledge at the correct situation helps a company to make good decisions.
Pasher, E., & Ronen, T. (2011). The complete guide to knowledge management: A strategic plan to leverage your company 's intellectual capital. Hoboken, N.J: John Wiley & Sons.
In order to survive in the competitive environment of today’s business world, it is imperative for organisations to cope with uncertainty and unrest. The strategies pertaining to survival /coping are the result of accumulated/ acquisition of new knowledge that occurs through learning (Bhaskar & Mishra, 2014). An organisation’s ability in learning, applying and spreading new insight has been persuaded as the fundamental strategic capability (Fiol & Lyles, 1985). Bontis et al. (2002) noted that in order to continue to exist in today’s complex environment, organisations must learn efficiently and effectively. The rate at which individuals and organisations learn is the leading source of competitive advantage (Stata, 1989). Thus, learning is pondered
Hansen M., Nohria N., and Tierney T. (1999), “What’s your Strategy for Managing Knowledge?,” Harvard Business Review (March 1999), 106–16.
Jules and Holzer (2001) noted that Strategic Human Resource Management enhances employee productivity and the ability of government agencies to achieve their mission. One can conclude that it is the same for learning institutions as SHRM focuses on the issues and goals of the organisation and strive to implement plans collectively to achieve those goals. In contrast to traditional Human resource management, SHRM focuses on improving the effectiveness of the entire learning community and helps to improve the organisations by creating and implementing plans that will continuously raise the competencies and capabilities of the members of an organization for the overall achievement of the organization (Ulrich 1997).
In most organizations, effective utilization of knowledge increases productivity, creates competitive advantage and, ultimately, improves profits.
Learning and development contains many different forms. When it is strategically aligned with effective performance management systems, learning and development can enhance productivity, performance and increase staff commitment and loyalty. This is of considerable significance given Ireland’s commitment to a knowledge-based economy; strategic training and learning and development have become even more essential...
This essay attempted to define Human Resource Development (HRD) with the purpose of providing strategic contribution to the organisations. The emphasis is on development instead of training. The concepts and practices of the learning organisation are presented as the approach to individual and organisational learning, thus set the principles of HRD within the context of organisational and HR strategy.