Q1) there are four basic pillars to knowledge management, in knowledge management in order, to be successful all four pillars must be integrated and implemented within the company. The four pillars of knowledge management are Leadership, Organization, Technology, and lastly Learning. Each of these pillars plays a very important role in knowledge management because if a company does not implement one of these they might or might not be successful in the long run.
Leadership
Leadership builds the business, creates operational strategies to withstand and position themselves to be successful in today’s competitive market. Those strategic planning’s including the vision and goals combining with knowledge management and with business analytics to push the value of knowledge throughout the company. The main focus is on building executive support and an outstanding leader at the top who can provide strong leadership and successful implementation of the knowledge management system.
Organization
To implement knowledge management system, it requires an organizational change and knowledge management inevitably acts a catalyst to transform the organizations culture (Bixler). The operations process must be coordinated with the vision and goals to have the ability to change the organizations’ structure. In addition, highly skilled people combined with the job complexity and the information available on the internet allows dynamic changes and contributing to the organization to implement knowledge management system.
Technology
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 ...
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...eels left out or neglected at work. This is very important in a work place because not having well communicated employees’ leads to tacit knowledge and not having access to crucial knowledge is bad for an employer. One way to keep knowledge shared is to keep employees motivated and if the employee views and feels themselves as a part of the organization they are more likely to participate and contribute to the company’s success. Another way is to have a competition within the company to increase productivity and employees tend to perform at their peak to be recognized by their superiors. Another way is to have senior employees and executives should encourage the values and beliefs of the company, this influences the other employees to do the right thing. If the higher executives promote good ethics, values and beliefs, the juniors will follow and do the same.
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).
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
It has been viewed that knowledge management is almost 35, 000 years old; it was practices when Cro-Magnon scratched facts in terms of petroglyphs on a wall. Knowledge is now being recognised as one of valuable asset in their own right. The opportunities for business at present are using information and their intellectual assets more effectively. However, the methods used by various companies including Boeing might be different, but information sharing is the major survival approach for the company. From last fifteen years, technological, economic and social changes have altered dramatically the workplace as well as the way employees are carrying out their work (Shaw & Williams, 2009).
Myllarniemi, J., Laihonen, H., Karppinen, H. & Seppanen, K. (2012). Knowledge management practices in healthcare services. Measuring Business Excellence, 16(4), 54 – 65.
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.
Hislop (2013) pointed out that as one investigates the nature of knowledge management, it becomes clear that there is an inconsistency in how it is defined. Just as there are many types of organizations so too are their different processes for capturing and sharing knowledge in the modern workplace. Even in my own organization, there are differing opinions about the nature of knowledge management. Some believe knowledge management may be managed by succession planning and rotational assignment where knowledge is cultivated and shared. Others believe that our mentoring program is sufficient for knowledge management. Yet for specialty skills such as those found with the IT function, knowledge management has become about change management and process documentation. Following an analysis of the popular literature, Hislop (2013) offered that,
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.
(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.
In this era, that we called knowledge workers era, knowledge is extremely important in order to gain sustainable competitive advantage according to Yaghoubi (2014). Organization can obtain, capture and utilize knowledge with the help of management to protect and keep the sustainability in long period. Knowledge management is use to maintaining success of organization. Knowledge management is process of creating and developing knowledge in organization with systematically effort to find, to create, to make access and to apply all intangible resources and to flourish the learning process in organization.
...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.
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.
Hansen M., Nohria N., and Tierney T. (1999), “What’s your Strategy for Managing Knowledge?,” Harvard Business Review (March 1999), 106–16.
More recently, Knowledge Management is defined as a collection of documents, experiences, databases, learned lessons and best practices that reflect and evaluate the knowledge of the learners in the time of need. (Bielawski & Metcalk, 2013, p71)
Leadership, without doubt, is a significantly important function of management. It helps to aggrandize efficiency and to fulfil an organization’s goals. Leadership is the ability of a manager to induce the subordinates to work with confidence, determination, courage and zeal. It is also defined as ability to influence a group towards the realization of a goal. Leaders should have the capability of developing future visions, and to drive the organizational members to want to attain the visions. This paper states my points in which I duly believe, justifies the importance of an outstanding leader in any organization.