Communities of practice in knowledge transfer are also highlighted along with the conditions and charter for effective knowledge transfer. Defining ‘Knowledge Transfer’ Although there are many definitions of knowledge transfer but for the purposes of organizational knowledge management and efficiency it can be defined as: • The fact or condition of knowing something with familiarity gained through experience • The range of one’s information or understanding. Knowledge consists of behavioral attitudes, and those experiences and skills that are developed in individuals that cause them to be consistent and effective when performing functions in the workplace (Seidman. W & ... ... middle of paper ... ...wledge and an understanding of Communities of Practice (CoP) in knowledge share. CoP builds sustainable capacity to innovate through collaboration with the knowledge base in those companies which do not already have the ability to engage in successful open innovation.
Secondly the paper will review relevant theories and practices associated with Strategic Human Resource Management (SHRM) and how these theories and practises can assist in managing the organisation knowledge. Lastly the paper will attempt tie to together knowledge, SHRM and how the use of SHRM can impact on the organisations competitive advantage. Within the professional services sector, such as consulting, an employees knowledge of the industry in which the organisation operates is important. This knowledge is applied to the problems encountered in order to develop solutions and answers specific to the problems and clients encountered (Teo, Brown et al 2008). This knowledge is also the organisations competitive advantage and must be harnessed as an asset (Razouck etc 2009) to ensure its most effective use.
Because knowledge is dynamic, the one-time establishment of a knowledge management system will not work without refreshment, additions, and revisions. An ongoing commitment is necessary if knowledge management is to reflect the processes and power of human knowledge. In this regard, Bernard Marr et al. (2003) suggest an optimal alignment in between the epistemologies of individuals and corporate epistemology to manage and harness the intellectual capital in organization. They further postulate different epistemological concerns that lead to different knowledge creation processes required by different individuals and parts of an organization to accomplish their given functions.
On the normative goal level, the framework conditions for a knowledge-oriented organizational culture have to be set. The mission statement of the company is playing an important role in this context and should be extended by a knowledge man-agement mission statement. In addition the support of top management should be as-sured. On a strategic level the goals for the target skill set for knowledge m... ... middle of paper ... ...t for the systematic han-dling of knowledge. Most influencing factors could be considered within the building block approach and all important knowledge activities are included.
A yardstick for knowledge management, Training & Development, (53)5 pp. 71+ Retrieved on September 17, 1999 from EBSCO Business Search on Galileo: http://mariner.galileo.gsu.edu
There are various approaches to professional development such as consultation, coaching, communities of practice, lesson study, mentoring, reflective supervision and technical assistance. It includes enrichment of interpersonal skills and team-working spirit for managers and leaders. Professional development includes development of leadership styles, emotional intelligence and learning organizations as well as exploring team dynamics and individual interpersonal skills. Cengage D., Haroun L., (2008) has described professional development as those process and activities designed to enhance the professional knowledge, skills and attitude of managers towards developmental process. In one line we can call professional development as intentional, ongoing and systematic p... ... middle of paper ... ...lable on (http://net.educause.edu/ir/library/text/CNC9645.txt) accessed on 27th July 2010.
1.1 ORGANIZATIONAL CULTURE AND COMMITMENT Organizational culture and commitment have considerable importance in industrial and organizational environment. Culture is a coherent system of assumptions and basic values, which distinguish one group to another and familiarizes its choices. Hence, organizational culture implies 'a pattern of basic assumptions that invented, discovered and developed by a given group as it learns from external and internal adoption. It has worked well enough to be considered valid and to be taught a new members as the correct way to perceive, think, and feel in relation to the work environment. Organizational culture understands as a critical element in the creation of high performance workplaces.
Triangle Business Journal, (14) 2, 21. Retrieved October 28, 1999 from EBSCO business search on Galileo: http://www.galileo.gsu.edu Goldwasser, C. & Schneider D. ( 1998, March). Be a model leader of change. Management Review, (87) 3 , 41-46.. Retrieved October 28, 1999 from EBSCO business search on Galileo: http://www.galileo.gsu.edu Hofman, D. & Orlikowski, W. ( 1997, Winter). An improvisational model for change Management: The case of GroupWare technologies.
Major components of the environment include the economy, customers, suppliers, competitors, social/political factors, and existing technologies. Organizational behavior refers to the attitudes and behaviors of individuals and groups in an organizational context. The field of organizational behavior systematically studies these attitudes and behavior and provides advice about how organizations can manage them effectively. The goals of the field include the prediction, explanation, and management of organizational behavior. Management is the art of getting things accomplished in organizations through others.
Business intelligence is a series of technologies, processes and tools required to convert data into information that is further converted to knowledge and plans respectively that yield profitable business accomplishments. Business intelligence consists of components such as knowledge management, warehousing, data mining, querying, reporting and business analytics. The definition of business intelligence is knowledge acquired about a business via the use of various software and hardware technologies that enable an organization to transform data into information or plans (MÜLLER et al., 2013). Companies and organizations employ business intelligence to cut costs, improve decision-making and in identifying new business ventures. What makes business management special is that it allows the company team to use data strategically in responding ... ... middle of paper ... ...iness intelligence a guide to productivity.