Federate Knowledge The knowledge that the organization needs for their processes tends to be spread out; parts of it may reside with partners or suppliers, parts with customers, and parts even with governmental institutions or even competitors. It is impossible to store, maintain, and keep current all this knowledge. A far better model is to federate the knowledge: let each subject-matter-expert or knowledge owner maintain their own knowledge in the best manner for them (some may choose a knowledge base, some may choose a community, and some many choose an alternative repository) and later aggregate all these sources behind a single search engine. Federated knowledge (a best-practices model is shown in figure 4) is more than simply letting …show more content…
This parochial approach to knowledge is not smart for the organization or its customers. The three reasons for tapping outside SMEs with appropriate capture and knowledge methods are: 1. Ideation — generation of new ideas, products, and services can be easily done by parsing, analyzing, and leveraging the knowledge captured and shared by either third-parties or business stakeholders. Research and Development functions depend on the knowledge generated about existing and new products to "round up" the genesis of new and improved solutions. 2. Feedback — similar to ideation, customers, consumers, partners, and suppliers—even employees can provide and find feedback on products, services, processes, and functions performed by the organization by looking at the new knowledge and use that information to improve and innovate. The "trick" for modern KM systems is to leverage that knowledge to grow the repository as well as the ability to feed it to other processes to ensure it is acted
Pompiliu, M., & Ioana, C., (2008). Knowledge Management Architecture – Principles and Tendencies, Informatica Economică, 4(48), 65-68,
Decision making can be defined as an identification process and problem resolution (Draft, 1986). Researchers present three common main phases of the decision making process: the intelligence phase, the conception phase, and the selection phase (Adam, 2012). To understand the relationship of knowledge management to each of these phases, it is firstly important to have a look at three different knowledge management strategies (KMS). These are the Personalization KMS, the Socialization KMS, and the Technological KMS. The Personalization KMS is designed for the emergence of knowledge where the knowledge is closely tied to the individual who developed it (Hansen et al., 1999). The Socialization KMS combines both Technological and Personalization KMS and is designed to exchange and to pool knowledge. Finally, the Technological KMS is designed for
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
The Army Knowledge Management Principles is a trio of dimensions that collaborate to form a very powerful single process, which enables the Army Enterprise to learn, store and share knowledge. “The objective of the Army Knowledge Management Principle is to connect those who know with those who need to know, (know-why, know-what, and know-how) by leveraging knowledge transfers from one-to-many across the Global Army Enterprise” (“The Army Knowledge Management Principles” N.D. pg. 1). The three dimensions are People/Culture, Technology and Process. Each dimension plays a role while Knowledge Managements fits in the middle overlapped by each dimension. There are twelve key principles as explained in the Army Knowledge Management Principles document “Twelve key principles are featured.
Lytras, M. D. (2008). Knowledge management strategies: A handbook of applied technologies. Hershey: IGI Pub.
4- Knowledge in building collaboration: Knowledge is the possession of "know-how" experience, as well as the acquisition of factual information or where to get it. Companies have recently begun to treat the accumulated knowledge as an asset and to develop plans for the management of knowledge and its applications. There is a new type of application, called data mining, and attempts to develop the knowledge accumulated from business transactions of the company and other data. In philosophy, it called the theory of knowledge and deal with specific issues such as the amount of knowledge comes from experience or innate ability to think. Whether you need to know to be believed, or can simply be used.
Conclusion Knowledge does not simply flow vertically or horizontally. Decision-makers would have to be aware of different aspects involved in KM in order to be innovative and effective. Additionally, they should not neglect in using an inclusive approach where every participant can make active interactions. This will help foster a ‘learning organization’ where every member can learn, grow, and, in return, contribute greatly to their organizations as proactive participants, not just as mere bystanders.
The literature review has emphasised on the importance of four major and common factors in regards to managing knowledge work, that is, communities of practice, information technology support, KM activities, and performance outcomes (Davenport & Prusak 2000; Demarest 1997; McDermott 1999). Much of the existing research on knowledge creation focuses on the source and state of knowledge. In fact, the term management control of activities that may be uncontrollable or stifled by ...
The utility of knowledge management has been debating for a long time. Knowledge is a strategic asset so it has to be managed like any critical assets of organization. In this article, the author argues that in the term "knowledge management", management is a doughnut with empty centre. Knowledge management, therefore, is primarily the business of those who actually make the dough the practitioners. Unless you are able to involve practitioners actively in the process, your ability to truly manage knowledge assets is going to remain seriously limited. The article proposes fundamental principles for effectively managing knowledge. The doughnut model of knowledge management is the key issue to be discussed in this article.
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 recent decades, the world economy has undergone an unprecedented level of integration. Previously, I have provided a list of knowledge management tools that can be utilized to analyze many questions and trends, as well as the reason why these tools are important in the global economy. These tools are essential of international relations as being able to examine global problems beyond the headlines. This paper further demonstrates how these tools could be applied to solve the problem or to bring the business opportunity to fruition in today's Japanese business environment.
Introduction With today’s rate of development in technology, there has also been an immense increase in global information sharing. Innovations in technology and design seem to be emerging in the market almost every month. One of the key aspects of any business is to gather, organize and efficiently apply this information. According to Antonic (2005), economic assets are fast becoming of secondary importance in the market as companies ascribe more importance to intellectual capital. With the right application of knowledge management methods, companies can achieve a competitive advantage by managing the immense amount of information available (Balanced Scorecard Institute, 2002).
For most of human history, our ability to work and prosper was directly related to physical strength; consider a farmer in the days before tractors or a miner before machines became common place. Although many occupations still call for strength and manual dexterity, Drucker (2006) states that, “the center of gravity has shifted to the knowledge worker, the man who puts to work what he has between his ears rather than the brawn of his muscles or the skill of his hands” (p.3). How can “knowledge workers” be defined? How do they make decisions that impact the organization, what are the realities facing them, and, most importantly, what habits allow the them to be effective within a given organization? Based on the definition above, we can conclude that the knowledge workers use theories, concepts, ideas, formulas, pastern analysis, and are frequently called upon to make decisions.
In most organizations, effective utilization of knowledge increases productivity, creates competitive advantage and, ultimately, improves profits.
The organisational learning involves the process of creating, acquiring, and transferring of knowledge and reformulates it in a structural manner (Sailer, 2013). It often involves training, learning, and development, and the notion of the learning organisation is becoming more important. The process helps to close up the gap between the university knowledge and the skills needed in the corporate (Christofil, et al., 2015). Furthermore, the knowledge and learning could form the basic cornerstone for innovation which later can be turned into competitive advantage (Soliman, 2015); organisations need to learn faster than their competitors to stay ahead of the competition (Garvin, et al., 2008). A well-trained labour forces also contribute to the productivity and capable of adapting changes and uncertainty within the organisation (Graham & Bennett, 1995). Organisational learning also linked closely to organisational sustainability as well as the Triple Bottom Line sustainability context (Smith, 2012).