There is no company that grows and develops without any human who becomes mover in it. Human role in various functions in accordance with the capabilities and expertise of each. The ability to think and act on each individual, of course, arises because there is knowledge, along with the skills and positive behavior owned. This knowledge is dynamic, evolving over time in accordance with what is seen, experienced, done, heard, read and various other activities. Dinamislah knowledge that makes the company may face business challenges. However, the situation became critical when all the knowledge possessed by individuals is not an integrated part of the system and strategies to ensure the growth and continuity of the company's business. Knowledge …show more content…
To that end, this special human beings need to be aware of its existence. Not to be restrained but used optimally. Knowledge in the head of each human being and certainly will continue to be taken by humans. It is the nature of the business. All we can do is drain important knowledge throughout the organization. And this is the function of Knowledge Management. Through a series of his tools, Knowledge Management in charge of maintaining, storing and delivering knowledge to the entire organization. To note that most knowledge is stored in the human head. Business no matter how hard we try to "pull out" and documenting knowledge of our heads, the result will not be recorded 100% knowledge. Therefore, the preferred approach in avoiding knowledge and knowledge lost walkout is to build a comfortable environment for these important …show more content…
Chan Kim and Renee Mauborqne is to get out of the red ocean, creating new markets and comfortably swim there. This strategy is known as the blue ocean strategy. And innovation is one of the most important lives to ensure the success of blue ocean strategy. I will not discuss here the blue ocean strategy. The interesting thing for me is just how Knowledge Management helps companies to create innovation. If you see more detail, we will realize that innovation is the core of the Knowledge Management. Knowledge Management initiative will be considered successful if it has the added value. That is, all tools, initiatives and activities undertaken on behalf of the Knowledge Management must have added value as an end result. Is in accordance with the innovation right? How Knowledge Management can generate innovation? To answer that we need to see further how the innovation process is formed. In short, innovation can be formed from a variety of ways. The core of the innovation itself is the creation of added value in a consistent, focused and structured. To explain how the innovation is formed, the easiest explanation is by reference to SECI introduced by Nonaka and Takeuchi in his book, The Knowledge Creating Company: How Japanese Companies Create the Dynamics Of
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).
Knowledge management in the healthcare domain may be regarded as an integration of formal techniques and methods in order to ease the utilization, dissemination, preservation, development, identification, acquisition and creation of the diverse aspects of the knowledge assets of the healthcare organization (Bordoloi & Islam, 2012). Delivery of excellent healthcare services requires optimal knowledge management and thereby having an established knowledge management process aids to enhance the process performance. Past studies analyzing the importance of knowledge management in healthcare depict that this process is far more complicated in the healthcare domain. This is mainly as a result of diverse perspectives on knowledge management with reference to objective facts, social norms and personal values. Such perspectives are in constant conflict with the creation, normalization and application of knowledge especially in the healthcare sector. According to Nicolini et al. (2008), there has been inherent focus mainly on three basic knowledge management themes in the healthcare sector. Applying knowledge management in the healthcare sector needs to find out certain mechanisms suiting a particular healthcare establishment. This paper will discuss the strategies and the application framework of knowledge management in healthcare units with special emphasis on hospitals.
Innovation refers to changing, renewing or creating more effective processes or products. Unfortunately, innovation is conflated always with strategies, so understanding the differences between both concepts is necessary. While innovation is a messy business which creates novel solutions to important problems, strategy is a coherent and substantiated logic for making choices (Adegoke, 2006). In other words, strategy is achieving objectives and innovation is deal with discovery. Successful innovation in business should be an in-built part of business strategy and the strategic vision, where a person can create an environment and lead in innovative thinking and creative problem solving. For example, innovation in business would mean implementing new ideas, creating dynamic products or improving your existing services in order to be successful in marketplace. Moreover, innovation management refers to the management discipline of sufficient controlling the innovation process which occurs within the organization (Gray,2006). Normally, it’s applicable in developing product innovation. Therefore, it includes organized procedure that allows engineers, products, service designers and mangers to cooperate with each other with a common knowledge of the process involved and the goals to be achieved. Management of innovation focuses on how the firms will respond to an internal or external business opportunity and apply its creative efforts to introduce new processes products or novel ideas and it is related to development and research (Mariam and Fisher, 2008).
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
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
In times of economic change it is important for companies to remain flexible and adapt in order to be sustainable. New theories of management have developed to tap into a company’s core competencies and give it the ability to shift its product offerings and stay competitive. One theory that has gained popularity is Knowledge Management. A 1997 survey of 200 large US firms found that 80% of corporations had initiated knowledge programs of management. Both corporations and non-profit entities have adopted knowledge management practices - Monsanto, Hewlett-Packard and BP as well as the Army, Navy and the World Bank. As Peter Drucker, who coined the term “Knowledge Worker”, wrote in his Managing in a Time of Great Change, “Knowledge has become the key economic resource and the dominant – and perhaps the only – source of competitive advantage.”
We know that we all have some kind of knowledge. Knowledge can be information or skills that we possess, and no one can take it away from us. Knowledge is an intangible asset, and it cannot be destroyed and it does not depreciate. However it can build back destroyed tangible assets. To a business, knowledge is a valuable asset, and while there may be many employees who possess the same knowledge, due to required education or shared knowledge within the company, every single employee will hold some knowledge that’s different from the others.
In this era, that we called knowledge workers era, knowledge is extremely important in order to gain sustainable competitive advantage according to Yaghoubi (2014). Organization can obtain, capture and utilize knowledge with the help of management to protect and keep the sustainability in long period. Knowledge management is use to maintaining success of organization. Knowledge management is process of creating and developing knowledge in organization with systematically effort to find, to create, to make access and to apply all intangible resources and to flourish the learning process in organization.
A new vocation has developed within corporations that drastically impacts the way companies manage their information and internal knowledge. This position has many titles, but most commonly is referred to as the CKO, the chief knowledge officer. The responsibilities of this position primarily focus on managing unstructured information and internal knowledge. Xerox refers to this raw data as assets, or more formally, “intellectual capital,” “knowledge assets,” or “intangible assets.” Because knowledge management is considered a tactical occupation, Xerox considers the CKO a part of the upper management team. An effective CKO should be able to create an alignment with unambiguous knowledge and culture within a company (Leibowitz, 2002).
...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.
Hansen M., Nohria N., and Tierney T. (1999), “What’s your Strategy for Managing Knowledge?,” Harvard Business Review (March 1999), 106–16.
In most organizations, effective utilization of knowledge increases productivity, creates competitive advantage and, ultimately, improves profits.
O'Connor et al. (2008) point out that the lack of consensous about the innovation concept itself tends to generate confusion between work teams. This problem is also associated to the slowness and failure to achieve an innovation capability by the organizations. Nelson e Winter (1982) defends that any modification in a product or process without previous experience can be understood as an innovation. For Bessant e Tidd (2009), the theory around innovation process (i.e. Cooper’s stage-gates) were developed based on technological innovations, particularly from the industrial sector. This article adopts the concept proposed by the Innovation Report (DTI, 2003) which define innovation as a successful exploration of new ideas, involving new technologies or applications and its importance to product and service generation, new production process, more efficient or cleaner business models.
(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.
1).Innovation Management:Innovation Management is the form of looking into future, of being creative, imaginative .It is used in the growth of product and also organizational innovation. It also includes tools which allows higher management & engineers to communicate with basic understanding of goals and its processes .Its main focus is to allow the organization to react quickly occurring within an organization, using its efforts to implement new ideas or its products. It also involves persons in contributing to the development of the companies manufacturing and also its marketing. Through development also innovation process can be done. There are two types of process involved in innovation management one is pulled and the other is pushed. Pushed process is the one in which the organization uses its technology to discover profitable applications. Pulled process is the one in which the focus is mainly in developing the efforts to find the solutions. There are two phases in innovation management .First phase includes design of the innovation and second phase includes the implementation. Internal bench marking can be established to measure the innovation. Managers should focus on ones attention on innovation cause to be necessary to infer something from information received on the complexity.