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
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
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.”
Knowledge sharing can be defined as a ‘dispersing’ the knowledge with the colleagues in the company. Hendriks (1999) pointed out that knowledge sharing is composed of two parts: “the knowledge owner externalizes the knowledge; (2) the knowledge demander internalizes the knowledge” (Yesil et al., 2013). It can be also defined as collection the knowledge of your own organization and knowledge of other organizations.
Knowledge management (KM) is extolled by some as being an important intangible asset that enhances an organization’s ability to innovate (Chea, 2009). Broadly defined, KM involves a company’s process of obtaining, consolidating, and communicating knowledge to various members of the firm, in which those individuals use the knowledge acquired to make the organization more productive, efficient, and competitive (Mousavizadeh, Harden, Ryan, & Windsor, 2015). The use of knowledge to create innovations involves having an effective KM strategy. Irizar, a company who at one point faced insolvency, represents a firm whose exemplarily knowledge management strategy led to the organization’s innovation and competitive advantage (Forcadell & Guadamillas,
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.
First, there is the social aspect; which highlights the element of how members are able to use the explicit knowledge integrated into the organization in everyday routine work. Secondly, there is the storage aspect of such the use of IT infrastructures, managerial procedures, inter alia. Hence, the manner these two are effectively integrated or managed will affect the knowledge that is formed to create value. Dierkes, et al. (2003) indicated that managers act as ‘change agent’ as the sustainability of dynamic capabilities and knowledge management.
...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.
Effective knowledge transfer through a conversion of tacit knowledge to explicit knowledge can build a sustainable capacity to innovate within an organization and gain an external competitive advantage.
Technology allows and provides the tools and framework to build and support knowledge management within a company. While cultural and organizational changes are vital to achieving knowledge system, a lack in ...
Organizational learning management is a system, which is used for tracking, allotting and reporting the training needs of all the employees (Dick, 2009). Recently, the role of organizational learning has increased. It is a powerful tool that ...
From my point of view, Knowledge Management is defined as a learning process of human through collecting information and data from various resources such as experience and books. That information will effect on people’s thinking, attitude, action, and behavior toward something. This field also examined about how people utilize their intangible asset like knowledge and cognitive ability in order to achieve their own goal.
(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.
Knowledge management is one of the emerging fields in the research world today. Knowledge Management has gained a lot of attention in the developed world but has attracted a little
In order to understand the role of ICT in knowledge management and these two core perspectives, it is first important to understand what is meant by knowledge and knowledge management. The most popular answer to what knowledge is, is given by the work of Nonaka (1994) who highlights the difference between Tacit and Explicit knowledge. Tacit knowledge represents knowledge that an individual has which isn’t easily expressed and incorporates both cognitive framework and physical skills (Hislop, 2011). Explicit knowledge is by contrast codified knowledge, which individuals can learn without experience (Hislop, 2011). The key difference between the two is the ease with which knowledge can be shared (Walsham, 2001)....