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.
Methods The article is divided largely in four major sections. The introduction lays out different basic concepts used in knowledge management (KM) for our better understanding of the topic. Then, the author continues on by touching upon various factors and steps involved in decision making processes. The first section delves into sources of knowledge and the second section explains incorporation of the different sets of knowledge at different steps of decision making processes. Thirdly, the integration of all the factors above is emphasized. All the key components together bring forth 4 different dimensions. Having access to knowledge whether it’s bas...
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...nizations. The article does not tend to use real life examples in current organizations. I have found that learning curves are expedited when theories and knowledge can be presented with and backed up by unique examples. By using examples and specific situations, literature and research articles would captivate and further challenge readers to learn new concepts better.
Conclusion Knowledge does not simply flow vertically or horizontally. Decision-makers would have to be aware of different aspects involved in KM in order to be innovative and effective. Additionally, they should not neglect in using an inclusive approach where every participant can make active interactions. This will help foster a ‘learning organization’ where every member can learn, grow, and, in return, contribute greatly to their organizations as proactive participants, not just as mere bystanders.
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.
Core knowledge is a psychological theory that proposes the idea that children have innate cognitive abilities that are the product of evolutionary mechanisms, called nativism. The theoretical approach of constructivism also includes that children have domain-specific learning mechanisms that efficiently collect additional information for those specific domains. The core knowledge theory is primarily focused on whether our cognitive abilities, or capacities, are palpable early on in development, or if these capacities come up during a later developmental phase (Siegler 168).
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
...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.
Knowledge is considered as an important resource of an organization and TK is an intangible resource (Ambrosini and Bowman, 2001). According to Alavi and Leidner (2001) knowledge may be tacit or explicit; it may reside in individuals, groups, documents, processes, policies, or computer repositories. Minna and Aino (2005), remark that CK can be explicit (the structured customer information in databases) or in tacit (knowledge in the mind of employees and customers). Others define it, Knowledge has both implicit and explicit dimension (Mohamed et al. 2006; Klein, 2008).
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,
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
Knowledge is often assumed to be mobile and easily transferred but it is necessary to consider its deeper aspects that impose barriers to the knowledge flows within MNCs. Ambiguity plays a critical role in knowledge transfer (Simonin, 1999; Lippman & Rumelt, 1982). Lippman and Rumelt (1982, p. 420) stated that “ambiguity as to what factors are responsible for superior (or inferior) performance acts as a powerful block on both imitation and factor mobility.” In other words, ambiguity protects knowledge from being imitated by competitors, but also hinders knowledge transfer within an organization. Ambiguity can be defined as “the fact of something having more than one possible meaning and therefore possibly causing confusion” (Cambridge Dictionaries
This discussion document examines the knowledge transfer challenge and presents an effective method for transferring critical knowledge and identifies knowledge management strategy. More specifically it discusses conditions required for effective knowledge transfer, the current approaches for knowledge transfer, and presents efficient forms of knowledge transfer.
This essay will discuss the relevance of Taylor’s principles of scientific management to organizations today with reference to an example business, which will be McDonalds. McDonalds are renowned for their fast paced working environments and high standard of management putting them among some of the best businesses in the world that have the best leadership (Allen, 2011).
What is strategic management? In this study we will view what a manager’s role is and the development of strategic management has an affect on their companies performance. We will examine strategic management, what the benefits and problems are when utilizing strategic management, and how to implement strategic management in the company.
(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.
Here, we talk about how the creation of knowledge and its penetration is impacted by the presence or absence of knowledge culture enablers in a system.
Process Management can be defined as a concept which helps integrate performance excellence and quality into the strategic management of organizations. Process management includes activities such as defining a process, establishing responsibilities, evaluating process performance and also identifying opportunities for improvement. Innovation, on the other hand, can be defined as the conversion of knowledge and ideas into new or improved products, processes or services to gain competitive advantage. After reading the first article it is clear that it focuses mainly on three different programs that are associated with process management. These three processes are listed as TQM, ISO 9000, and Six Sigma.