Introduction*
Generally, knowledge is interpreted, subjective information within a context, which involves understanding and is mostly tacit, not explicit. Knowledge can take many forms. It can be in the form of thoughts, insights, ideas, lore, lessons learnt, practices, and experiences undergone to name just a few.
The term knowledge management has become common in businesses throughout the world. Despite its increased prevalence, there remains a large degree of confusion concerning the applied definition of what knowledge management is. Within the knowledge management community, attempts at defining this elusive term appear to be in constant flux. However, a basic description of what constitutes knowledge management, and the various factors leading to its importance, source, problems, and other basic related issues necessary to achieve a general understanding have been provided below. This field guide is intended to provide information concerning these issues in terms that are applicable in any situation. Obviously each business has their own sets of definitions, applications and style with respect to this tool.
What is Knowledge Management?*
There are prevalent definitions of knowledge management needing to be highlighted. First, that knowledge management (KM) is the discipline that enables productive generation, retention, sharing and maintenance of knowledge to improve the decision-making process and resulting actions. Alternatively, one can state that knowledge management is the process by which individual learning and experience can be accessed, reflected upon, shared, and utilized in order to foster enhanced individual knowledge and, thus, organizational value. It is an approach to managing thoughts, insights, ideas, lessons learnt, best and worst practices, experiences made available, etc. Managing this knowledge requires that knowledge is captured where it is created, shared between people and applied in business processes. If the culture allows and encourages it, and if technology supports it, then learning will happen. Currently, 85% of organizations said their ability to strategically manage knowledge is weak, 80% said hiring, evaluation, and compensation practices do not take knowledge into account, 70% believe knowledge assets can fuel growth - both revenue and core competencies.
Knowledge spans a continuum ranging from Explicit to Tac...
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Success Stories from Other Companies
While there are many reasons for pursuing knowledge management, many companies cite three main objectives:
1. capturing and transferring internal knowledge and best practices;
2. increasing employee capabilities; and
3. capturing, transferring and using (leveraging) customer and market information.
Demonstrating the rewards to be gained from capturing and sharing internal knowledge and best practices, the following are some knowledge management success stories: *
- Buckman Laboratories – credits much of its 250 percent growth in sales in the past decade to its online knowledge management system
- Texas Instruments – sharing best practices on existing manufacturing locations helped forgo investment in a new $500MM plant
- Chevron – saved $20MM/year by adopting best-managed oil field techniques (via establishing a best practices network)
- Xerox – saved $400MM/year from sharing best practices of acquiring customer intelligence
* Source: APQC Consortium Study
"Creating a Knowledge-Sharing Culture" APQC Consortium Study
http://www.providersedge.com/docs/km_articles/Creating_a_K-Sharing_Culture_-_APQC.pdf
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).
According to the reading, Writing as a Mode of Learning by Janet Emig, knowledge is described as “an act of knowing that enters as a passionate contribution of the person to know what is being known, which is a coefficient that is no mere imperfection but a vital component of a person’s knowledge.” Essentially, knowledge is composed of what a person, association or discourse community knows about what is already known in their area of expertise or fully know what could occur in a certain situation, similar to how a rhetor must prepare and know what rhetorical situations might occur at any moment during their speech or writing. Knowledge is created to prepare for various outcomes and situations as goals are being constructed in a discourse community.
...ective and previous knowledge, as well as comprehension and understanding of information are things that determine the end result. Even the definition of a concept or reality can be different. Gravity is just a word attributed to a physical law but other civilizations might use different terminology. Does the name of a physical law make it knowledge or does the law itself, being in existence, make it true, thus being true knowledge. It seems that knowledge is simply a general and unspecifically
There is no concrete definition of knowledge, but there is a definition that is widely agreed upon, or a standard definition. This definition may be widely accepted, but just like most things in philosophy, it is controversial and many disagree with it. The definition involves three conditions that must be met in order for one to truly say that they know something to be true. If one were to state: “The Seattle Mariners have never won a world series,” using the standard definition would look like this: first, the person believes the statement to be true. Second, the statement is in fact true. Third, the person is justified in believing the statement to be true. The three conditions are belief, truth, and justification. There are the “necessary and sufficient conditions” for knowledge. Necessary and sufficient conditions are linked to conditional statements, ‘if x, then y’ statements.
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
By definition, knowledge is the fact or condition of knowing something with familiarity gained through experience or association (Merriam-Webster.com). In the novel Frankenstein, Mary Shelley considers knowledge as a “dangerous” factor. The danger of it is proved throughout the actions of the characters Robert Walton, Victor Frankenstein, and the creature. The characters all embody the theme of knowledge in different ways. Shelley supports her opinion on knowledge by using references from the Bible and Paradise Lost.
In “The Circuit” by Francisco Jimenez,Panchito, a teenage schoolboy from a migrant farm worker family, illustrates a major quality for overcoming obstacles and adaptability. For example,despite constant moving, a longing to be like other,and a poor education, Panchito goes to school, struggles to learn English and befriends a teacher. He does
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.
...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.
Hansen M., Nohria N., and Tierney T. (1999), “What’s your Strategy for Managing Knowledge?,” Harvard Business Review (March 1999), 106–16.
Descartes defines knowledge as doubt and uncertainty. He describes that our main source of knowledge is our sense perception.
In most organizations, effective utilization of knowledge increases productivity, creates competitive advantage and, ultimately, improves profits.
Knowledge allows you to prove your facts. It’s the awareness one has about things. Imaginations, at times, can be uncertain. Knowledge leads us to imagination. We can imagine, only if we know. Knowledge is through your hard work and experience. One should not compare two different poles together.