Researches relating to the universities and KS mostly emphasize on the matter that the working atmosphere of the universities are different, that other institutes in various ways and the picture of different aspects resulting out of knowledge management(KM) and KS. Towards designing the KM strategies or more precisely in pursuing to promote and facilitate the provision of KS, accommodating the positive environment and culture in the organization has been identified as the main important subject matter by many commentators.9, 10Mostofa11 revealed that, initial overall benefits from the early stage of KS among female students of Khulna University in Bangladesh, were encouraging. The findings of that study also showed that, the existing culture …show more content…
KS is the most influential factors comparable to other knowledge related behaviors. KS is so important in academia that, knowledge creation, integration and other related issues are directly influenced by it. Tsai14 contented that; KS should be identified as an important premise condition of knowledge creation. Issues concerning individual factors, behavioral conditions, KS performance and organizational routines came into the recent researches done by various …show more content…
There is a clear distinction between knowledge and information sharing, because the KS carries idea, principle and purpose beyond the sphere of mere sharing. The ideas of working together, collaborating with others and helping each other fall in KS. Whereas, information sharing mostly demonstrates the idea of giving and taking something from one into another person. KS, therefore, creates a new process of learning. Another important factor is the category of knowledge, which also influences the KS behaviour3. There are some differences between tacit and explicit knowledge. According to Nonaka and Takeuchi23 tacit knowledge is seen to be hard to share or interact with others. The tacit knowledge includes intuitions, subjective insights and hunches kind of things. On the other hand, explicit knowledge is codified in a formal form through a systematic way through the use of symbols or might have a physical artifact and can be shared
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.
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
But what is this “knowledge”? The dictionary defines knowledge as “facts, information, and skills acquired through experience or education; the theoretical or practical understanding of a subject.”1 However, the whole idea of knowledge differs from person to person. In todays world, knowledge is of many types and is very complex and variable. The two main types of knowledge are Personal Knowledge and Shared Knowledge. Personal knowledge refers to the knowledge one acquires by acquaintance and first hand experience. It is gained through practice, personal involvement and observation and is influenced by one’s circumstances, values and interests. One’s perspective is both influenced and contributes to one’s personal knowledge. On the other hand, Shared knowledge refers to the knowledge possessed by more than one person. It is clearly structured as it is a product of many people and has been agreed upon by many people. It is also influenced by the diverse cultures present within the communities and reflects the attitude of the society towards the different areas of knowledge.
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.
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
“Knowledge is a familiarity, awareness or understanding of someone or something, such as facts, information, descriptions, or skills, which is acquired through experience or education by perceiving, discovering, or learning.” The definition of knowledge is an on going debate between both scientists and philosophers. Knowledge gives us a theoretical or practical approach to the world and without it we would never be here. It is an essential tool to develop understandings and appreciation, to explore our personal capacities and most importantly to guide us from past to future. Ever since the ages of Plato, a renounced Greek philosopher, multiple theories have been formulated.
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.
(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.
Hansen M., Nohria N., and Tierney T. (1999), “What’s your Strategy for Managing Knowledge?,” Harvard Business Review (March 1999), 106–16.
Freedman (1992, as cited in Thompson and McHugh, 2009, p. 195) shares the belief of many managers and scholars regarding scientific management, or Taylorism: it is “out-of-date and ‘positively counterproductive’ in a ‘world of perpetual novelty and change’”. In other words, the elements of scientific management developed by Frederick Taylor in the early 20th century, the scientific standardisation of work and selection of workers, division and specialisation of labour, workforce training and surveillance based on set standards, and performance-related pay (Khurana, 2009), are deemed incompatible with the modern business environment. However, looking closely at these aspects of work design, it appears that they are in fact comparable to those used today.
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 & ...
First, there is human knowledge, which is also known as explicit or tacit knowledge. This is known as knowledge that enables a person to have a skill or expertise; this can be cognitive or sentient. Tacit knowledge is often knowledge that has been obtained, but cannot be articulated or communicated to others. Often times, people may not even know they have it or are applying it to their job. This makes it extremely difficult to capture the knowledge and pass it on to other people.
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.