One of the primary reasons for the heightened interest in knowledge management is owing to the advances in information and communication technologies. But why have these technologies created such interest in how people can manage knowledge? Grover and Davenport (2001) highlight that the computing technology evolves in business to the point where it generates interest in managing knowledge. It starts by enabling processes at the level of transactions at the point of work. These systems were collecting amount of data which need to be processed to make sense out of it, and hence, the advent of data processing systems. Such a vast amount of information needs to be interpreted and applied by the management for effective action and even these reports and aggregated information is becoming too much and had to be managed by management information systems (Alavi & Leidner 2001). It is not just the management work that is becoming more knowledge intensive but the production work is also becoming knowledge intensive (Kelloway & Barling 2000). Further, information technology is an integral part of all types of work. As a result of this confluence, the focus has once again shifted to the point of work, the only difference being that this focus is not just on the task that has to be automated or the technology that implements it, rather it is focus on the task, technology and the individual who executes his/her task based on their knowledge (Orlikowski, WJ 2000). Alavi & Leidner (2001) explain that information technology supports the various processes of knowledge creation, storage, transfer and application at an organizational level is dealt with quite extensively. Similarly, Lee & Choi (2003) highlight that information technology ... ... middle of paper ... ...port collaboration, coordination and communication process can enhance an individual access to others (Alavi & Leidner 2001). At an individual level, apart from enabling easy access to others knowledge, these technologies also enable them to share what they know with others. Computer networks, electronic bulletin boards and computer-mediated communications like email are some such technologies that enable them to share what they know (Alavi & Leidner 2001). Other obvious information technologies that enable sharing of one’s knowledge include, file transfers, interoperable technologies, online collaboration and video conferences. It is also possible to share both tacit and explicit knowledge as it is created or applied using information technology. Therefore, the support of information technology is essential for initiating and carrying out knowledge management.
"In a landmark 1945 essay on "The Use of Knowledge in Society," Frederick Hayek spoke about the time we spend in on-the-job learning, and about the unique "knowledge of people, of local conditions, and of special circumstances" we each accumulate through our work" (Arthur, Defillippi, & Lindsay, 2008, p. 365). The enabling the presence and growth of knowledge workers are the technological developments of information systems to improve ideally the productivity of various tasks. Knowledge is "one of the most important driving forces for business success" (Mansour, Alhawari, Talet & Al-Jarrah, 2011, p. 684). As an IT discipline, knowledge management is experiencing a history and evolution since the early 90's. The composition of the development of knowledge management systems include
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
Introduction Today, the information, technologies, and a vast amount of data permeate our daily lives and play such an integral role. One may want to assume that knowledge transfer can be more effortless due to its wide availability. However, this paper clearly demonstrates that the knowledge is not, by any means, effortlessly translated and transferred between different individuals in organizations. Chunharas dissects and examines various intricate dimensions in the ‘knowledge system’ in different organizations. He reviews seemingly intuitive on the surface, yet complex concepts such as sources of knowledge, types of decisions, and four dimensions and decision-making. This paper highlights the complexity, challenge of decision-making processes, and perpetual translation loops beginning from the raw research data then all the way to evaluation of those multiple steps. By building upon and emphasizing on those multi factorial processes and steps, the author explains that better understanding of these concepts would allow organizations fostering building a better learning environment.
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 ...
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.”
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.
Our modern society encounters rapid changes that inevitably lead business organization to become continuous innovative engine in facing the dialectic of stability and change to meet the demand of ongoing changing environment. In order to be remaining competitive through providing superior value; today, businesses are required to gear up its knowledge based activities by taking knowledge management initiatives seriously. Surely, knowledge management in organization gets its momentum in recent discussion of both academic and practitioner fields. The diversity of disciplines (Economics, Information and Library Science, Information Systems, Computer Science, Engineering, Communication, Cognitive Science, Organizational Behavior and Theory, Psychology,
Knowledge sharing is process that happen in organization to make knowledge accessible and can acts as a basis for innovation in the future. Creating and sharing knowledge is possible when the members of organization willing to synergies from combination different background of experience and education. Knowledge sharing can be called knowledge transfer with the process spreading throughout the organization and spreading across individuals, groups that use any kind of communication channels, which have several pillars according Alavi and Leidner (2001), such as: know the value of the knowledge, willingness of the source to share knowledge, media richness of communication channels, willingness to get knowledge and ability to recover
During the last decade of the 20th century, the business world began to view and use knowledge as a weapon for competitive advantage. It was then the concept of knowledge management (KM) gained popularity. However, in the 21st century, Knowledge and by extension, knowledge management has been an electromotive force for social, economic and educational advancement to any nation. It is therefore worthy of note that the concept of knowledge management emerged from the need to manage knowledge for individual, organizational, societal and/or national gains. Therefore, knowledge is a fundamental aspect of knowledge management practices.
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).
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 through managing the immense amount of information available (Balanced Scorecard Institute, 2002).
In most organizations, effective utilization of knowledge increases productivity, creates competitive advantage and, ultimately, improves profits.
Mphidi, H. & Snyman, R. (2004). The utilisation of an intranet as a knowledge management tool in academic libraries. The Electronic Library, 22(5): 393-400.
The SECI model, BA model and the like are developed by different knowledge scientists to facilitate the knowledge workers in today’s world. The process of knowledge management involves creation, understanding and suitably applying relevant knowledge As easy as it may sound, for fully harnessing their capabilities, a conducive internal and external environment plays a critical role in any organisation. Any well established and substantiated knowledge management tool can fall apart if it does not get the requisite support of people, technology and
It is therefore prudent that organizations identify ways to improve their knowledge management. Identification of what knowledge management strategy is ideal, how to foster sharing and dissemination of knowledge among people, embracing good organizational values, providing incentives are some of the suggestions that can improve knowledge management .Artificial intelligence in the current era has seen productivity of people rise and it is considered that the same trend may continue to the future. This phenomenon will also see individuals working as part time employees as artificial intelligence technology performs multiple tasks faster with a higher output. Artificial intelligence as explored in computerization has seen many organizations in different sectors and fields maximize their benefits. Although some are skeptical on the effect AI has on labor workforce but according to Frey, some tasks such as social intelligence in managing tasks that involve persuasion negotiation is still a human function and computerization of such tasks may take a while. In the future organizations should embrace more the knowledge harvesting process to capture knowledge that may otherwise be lost when employees with such knowledge retire or move to other firms. Organization will also focus on how well to capture tacit knowledge and incorporate it into their knowledge database. The changes in the business environment will also see organizations focusing on intangible resources as one of their competitive