Introduction From the last decade, the discipline of the Knowledge Management (KM) has a long foot development, which was established since 1991.(Sven C. Voelpel and Han, 2005) As the weight of the investment to KM system increasing, the researches of management to knowledge get more complex and integrate. The purpose of this report is to identify the current position on the KM of Siemens, and the recent KM effort within the industry. Furthermore, it will apply the model of Knowledge Management Value Chain to Siemens. In addition, the report will recommend a proper KM strategy to the Siemens group in order to improve the efficiency and performance. The conclusion will be mentioned in the last part of the report, including the limitation of the strategy. Industry and Siemens Siemens is the leading supplier in production, transportation, lighting and so on in the worldwide. Not only are the business activities of hardware, but also of the software commenced over 100 countries. In addition, for extending the market share, Siemens offer the customers a diverse product portfolio individually. Security systems and innovative household are included. (Siemens, 2011)Because of the various range of products and services, Siemens is involved with drastic competitions from internal and external circumstances. A simple instance of Phillips can illustrate this problem. These two organizations explore similar target customers. Phillips is focusing on the femininity market about delicate household appliances of beauty, whereas Siemens pays attention to the household which is able to improve the life quality of consumers. Thus, Siemens should concordance their experience and technology logically for efficient productivity. Knowledge Manage... ... middle of paper ... ...company manage the resource effectively. On the other hand, the incentive issues and the confidential problem should be discussed comprehensively when the KM committees make decisions. Works Cited KNOWLEDGEBOARD. 2002. Case Study: The Siemens ICN Knowledge Management Challenge: ICN/ICM ShareNet [Online]. Available: http://www.providersedge.com/docs/km_articles/Siemens_ICN_KM_Challenge.pdf [Accessed 01/04/2011 2011]. LAUDON, K. C. 2010. Management information systems : managing the digital firm, Upper Saddle River, NJ : Pearson/Prentice Hall, c2010. SIEMENS. 2011. About Siemens in Canada- -Siemens [Online]. Siemens. Available: http://www.siemens.ca/web/portal/en/AboutUs/Pages/Default.aspx [Accessed 01/04/2011 2011]. SVEN C. VOELPEL & HAN, Z. 2005. Managing knowledge sharing in China: the case of Siemens ShareNet. Journal of Knowledge Management, 9, 51-63.
Many have said we moving from a post of industrial to knowledge based economy (Drucker, 1993). To be profitable, successful and be ahead of competitors it is critical for a business to look past is physical assets and recognise the value of knowledge and strive for better ways of managing this asset. Today, knowledge management is recognised as one of the key drivers of how organisations do business, develop new product, process and measure their return of investment. Knowledge has a significant impact in the success of an organisation, a survey conducted by Covin et al (1997) shows evidence that companies on top of Fortune 500 list are ones already practicing knowledge management.
Our modern society encounters rapid changes that inevitably lead business organization to become continuous innovative engine in facing the dialectic of stability and change to meet the demand of ongoing changing environment. In order to be remaining competitive through providing superior value; today, businesses are required to gear up its knowledge based activities by taking knowledge management initiatives seriously. Surely, knowledge management in organization gets its momentum in recent discussion of both academic and practitioner fields. The diversity of disciplines (Economics, Information and Library Science, Information Systems, Computer Science, Engineering, Communication, Cognitive Science, Organizational Behavior and Theory, Psychology,
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 organizations.
The effectiveness of any knowledge management practice will depend on the effective utilization of people, processes and systems (technologies). These are the three fundamental focuses, facets, elements or components of knowledge management which works in relation to one another to achieve any knowledge management objective(s). Every knowledge management practice must therefore put these elements in place to achieve a successful outcome; hence they are referred to the tripartite nature of knowledge management for the purpose of this paper.
Committing to a knowledge management program, Xerox had several items to consider. The company evaluated the needs and interests of its consumers and its market interests to determine the consequences it may have on the company outcomes. Xerox created 10 domains, which came from studies performed at other businesses. The domains they formed are: “sharing best practices and knowledge, instilling responsibility for knowledge sharing, capturing and reusing past experiences, embedding knowledge in products, services, and processes, producing knowledge as a product, driving knowledge gener...
Hansen M., Nohria N., and Tierney T. (1999), “What’s your Strategy for Managing Knowledge?,” Harvard Business Review (March 1999), 106–16.
First, there is the social aspect; which highlights the element of how members are able to use the explicit knowledge integrated into the organization in everyday routine work. Secondly, there is the storage aspect of such the use of IT infrastructures, managerial procedures, inter alia. Hence, the manner these two are effectively integrated or managed will affect the knowledge that is formed to create value. Dierkes, et al. (2003) indicated that managers act as ‘change agent’ as the sustainability of dynamic capabilities and knowledge management.
Over the recent years, we have been exposed to the importance of knowledge management. Generally, knowledge management can be defined as the process that involved identifying, capturing, evaluating, distributing, and effectively sharing and using knowledge (Koenig, 2012). It played a significant role in many organizations. Sandhawalia and Dalcher (2011) support by stating that many organizations realize that the effective use of knowledge assets and resources giving them the ability to innovate and respond to fast changing customer expectations as well as help support a range of critical operational and innovative activities.
Knowledge management is one of the emerging fields in the research world today. Knowledge Management has gained a lot of attention in the developed world but has attracted a little
Turban et al. (2007: 6th edition) Information Technology for Management: Transforming Organisations in the Digital Economy. Wiley
These day’s companies contain an immeasurable amount of knowledge and applying knowledge management values and practices into their companies. Knowledge management is not our end, but further action and better world. Knowledge management is support on the idea on the most important resource. Knowledge management is not new ideas. Companies had been managing human resources for years. Knowledge management is focus on being driven by the accelerated rate in technology and society. Companies has recognizes that today almost all jobs involve knowledge management system. Knowledge management ensures all employees are knowledge workers to some level or another. This depends more on their knowledge than their manual skills. Their skills includes creating, sharing and using knowledge are among the most important activities of practically every person in every companies should have. Knowledge management is basically about make the processes easy by created and sharing. It is not about setting up a new department or getting in a new computer system. It is about making little changes to the way everyone in the company works. There is numerous conduct of looking at knowledge management and different companies will take different
Perry, B., 2005, Organisational Management and Information Systems. [e-book] Oxford; Elsevier. Available at: Google Books . [Accessed 14 November 2013]
Knowledge management’s focus is on processes and procedures for acquiring, creating and sharing information, and the cultural and technical foundations that support them. Aspects of knowledge management include
The Meyer and Zack KM Cycle (1999): is extracted from work on the design and develop of information products. The major developmental stages of a knowledge repository are analyzed and mapped to the stages of a KM cycle such as acquisitions, refinement, storage, distribute and presentation. Meyer and Zach’s model focuses more on the architecture of information products. Among knowledge management models, Zack model is one of the most complete picture of the key elements involved in the knowledge management. The Meyer and Zack model overlaps with the Wiig model in terms of its acquisition and storage/retrieval phases, but it was the first to introduce the notion of critically assessing knowledge before allowing it to pass on to the next processing
Knowledge management (KM) can be defined as a systematic discipline of policies, process, and activities which empower organizations to apply knowledge to improve effectiveness, innovation, and quality (Sehai, 2006).