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Importance of knowledge management
Importance of knowledge management
Importance of knowledge management
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Over the recent years, we have been exposed to the importance of knowledge management. Generally, knowledge management can be defined as the process that involved identifying, capturing, evaluating, distributing, and effectively sharing and using knowledge (Koenig, 2012). It played a significant role in many organizations. Sandhawalia and Dalcher (2011) support by stating that many organizations realize that the effective use of knowledge assets and resources giving them the ability to innovate and respond to fast changing customer expectations as well as help support a range of critical operational and innovative activities. The existing knowledge on the individual is valuable. It should be retained for the future use. However, the process …show more content…
In this paper, the organization is referring to knowledge- intensive organization such as engineering, surveying, architecture, scientific research, legal etc. The authors also stressed that the knowledge from older experts can be shared and new knowledge will be evolved in an organization. The paper aimed to describe the valuable knowledge that have potential to be lost when the older experts retires from a knowledge intensive organization.
Their finding in general shows that they successfully recognize five concepts of valuable knowledge from their interviews session. The concepts include subject matter expertize, knowledge of relationships and social networks, organization knowledge, knowledge of business systems and processes and knowledge of governance. By identifying the older experts knowledge, the authors hope that the organization involved realize the potential to take an approaches to retain that knowledge for future
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They come out with the clear question that guided the research which is what types of knowledge does a knowledge-intensive SME risk losing when older experts leave?. This question lead to the problem of statement that also want to identify the types of valuable knowledge that will be lost if the older experts leave the organization. Not only that, the authors include the interview question at the back of the paper that can help the readers what kind of question the authors asked regarding to collect the data. Unfortunately, this research did not include the hypotheses which can strengthen the arguments given by the
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).
Hansen M., Nohria N., and Tierney T. (1999), “What’s your Strategy for Managing Knowledge?,” Harvard Business Review (March 1999), 106–16.
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
In other instances, people ignore a character thus providinginaccurate information pertaining their character.The science of psychology, however, suggest that person should be determined based on theresults based on scientific study. Research is the most common approach where the characters ofan individual are evaluated and over a long time and using the theories of personality, the processof approximation compares the characteristics of a person. Scientist prefers the scientificapproaches over the personal experience and anecdotes because it is easy to prove through aprocess and the collected facts compared to my own experience which it is hard to determine theaccuracy of information. Personality theories have been generated over a long span, and it isbased on observable features that can be recorded and analyzed (Larsen and Buss, 2008). Personal experience and anecdotes are faced with the challenges of inaccurate and biasinformation. Anecdotes are records that are made after an observation. However, the personrecording might make inaccurate records. However application of scientific knowledge andtechnology, personality may be deduced through scientific methods. Experiments have beendone in the past to different experimental approaches to evaluating the accuracy they have indetermining the human characters
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
Companies should also consider how they could protect the company’s knowledge advantage. If the organisation is hiring a lot of outside workforce, the same workers might also work for direct competitors. The loyalty of temporary workforce is not necessarily the same as permanent employees, who have formed lasting relations inside the
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).
though there remain differing viewpoints to this depending upon the nature of the knowledge being collected. First, there are a number of organizational factors which determine the approach toward knowledge management while also helping to identify the obstacles that may be in the organizations path. Hislop (2013) sited specific considerations for the cultivation of an strategy including, knowledge demands on the organization as determined by the markets in which it competes, organizational culture, workforce diversity, organizational size, work type, product or service characteristics, technology, and any specialized processes which might exist within the organization. In light of these elements, “it should be obvious that there is not one single way for an organization to manage knowledge”(Hislop., 2013, p.55). Additional challenges are brought to bear on the organization based upon the type of knowledge being
Pasher, E., & Ronen, T. (2011). The complete guide to knowledge management: A strategic plan to leverage your company 's intellectual capital. Hoboken, N.J: John Wiley & Sons.
In order to survive in the competitive environment of today’s business world, it is imperative for organisations to cope with uncertainty and unrest. The strategies pertaining to survival /coping are the result of accumulated/ acquisition of new knowledge that occurs through learning (Bhaskar & Mishra, 2014). An organisation’s ability in learning, applying and spreading new insight has been persuaded as the fundamental strategic capability (Fiol & Lyles, 1985). Bontis et al. (2002) noted that in order to continue to exist in today’s complex environment, organisations must learn efficiently and effectively. The rate at which individuals and organisations learn is the leading source of competitive advantage (Stata, 1989). Thus, learning is pondered
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 most organizations, effective utilization of knowledge increases productivity, creates competitive advantage and, ultimately, improves profits.
It is impossible for a company to retain every single morsel of knowledge they have ever had, besides that, it would also be a waste of time unless the knowledge was critical to the business. In order to determine what knowledge you would like to safeguard from leaving the company, you must first understand the four types of knowledge as defined by David DeLong.
(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.