Knowledge Management

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Knowledge Management majorly can be seen as an approach whereby an enterprise or organization can influence the ‘tacit’ and ‘explicit’ Knowledge of its employees, trading partners, and outside experts for the benefit of the organization (Ackerman et al., 2002, Bellaver and Lusa, 2001). Knowledge Management leads to driving Knowledge till an extent of being a vital asset of an organization and alongside develops processes and activities to manage it efficiently & effectively (Moffet & McAdam, 2003). This essay throws light on two approaches to knowledge management and how they differ in context to the their respective techniques of Knowledge Management. The next section gives a broader view of Nonaka’s Theory and approach to knowledge management and his basis of considering individual knowledge articulation and Knowledge Sharing, a facilitator to organizational knowledge creation. Further, this essay explains how the implications of Knowledge Management, Individual and Organizational; link to management and strategy and how adapting proper techniques and processes of knowledge management provide organizations with a competitive advantage over its contenders. A Great deal of dependency lies on Innovation & Creativity, basically ideas; implying dependency upon Knowledge Management & transfer as well as its integrated implications with Management & Strategy amongst the individuals within the organization. Widely, two approaches to knowledge management can be identified, compared and argued, the ‘Individual/Personal’ or ‘Tacit Knowledge’ approach to & the ‘Organizational’ or ‘Explicit Knowledge’ approach. Many Papers and theories suggest these are often seen as the Japanese/Eastern Managers Approach and Western Managers Approach respec... ... middle of paper ... ... Academy of Management Journal, Vol. 44 No. 4, pp. 661-81. Simonin, B.L. (1999), ‘‘Ambiguity and the process of knowledge transfer in strategic alliances’’, Strategic Management Journal, Vol. 20 No. 7, pp. 595-623. Stenmark, D. (2001), ‘‘Leveraging tacit organizational knowledge’’, Journal of Management Information Systems, Vol. 17 No. 3, pp. 9-24.w Spear, S and Bowen,H. (1999). Decoding the DNA of the Toyota Production System. Sanchez R.(2005),”Knowledge Management and organizational learning: Fundamental Concepts for theory and practice” Lund institute of Economic Research , Working paper series. Van Winkelen, C. and McKenzie, J. “Integrating Individual and Organisational Learning Initiatives: Working Across Knowledge Management and Human Resource Management Functional Boundaries.” The Electronic Journal of Knowledge Management Volume 5 Issue 4, pp. 527 – 538

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