Introduction From the last decade, the discipline of the Knowledge Management (KM) has a long foot development, which was established since 1991.(Sven C. Voelpel and Han, 2005) As the weight of the investment to KM system increasing, the researches of management to knowledge get more complex and integrate. The purpose of this report is to identify the current position on the KM of Siemens, and the recent KM effort within the industry. Furthermore, it will apply the model of Knowledge Management Value Chain to Siemens. In addition, the report will recommend a proper KM strategy to the Siemens group in order to improve the efficiency and performance. The conclusion will be mentioned in the last part of the report, including the limitation of the strategy. Industry and Siemens Siemens is the leading supplier in production, transportation, lighting and so on in the worldwide. Not only are the business activities of hardware, but also of the software commenced over 100 countries. In addition, for extending the market share, Siemens offer the customers a diverse product portfolio individually. Security systems and innovative household are included. (Siemens, 2011)Because of the various range of products and services, Siemens is involved with drastic competitions from internal and external circumstances. A simple instance of Phillips can illustrate this problem. These two organizations explore similar target customers. Phillips is focusing on the femininity market about delicate household appliances of beauty, whereas Siemens pays attention to the household which is able to improve the life quality of consumers. Thus, Siemens should concordance their experience and technology logically for efficient productivity. Knowledge Manage... ... middle of paper ... ...company manage the resource effectively. On the other hand, the incentive issues and the confidential problem should be discussed comprehensively when the KM committees make decisions. Works Cited KNOWLEDGEBOARD. 2002. Case Study: The Siemens ICN Knowledge Management Challenge: ICN/ICM ShareNet [Online]. Available: http://www.providersedge.com/docs/km_articles/Siemens_ICN_KM_Challenge.pdf [Accessed 01/04/2011 2011]. LAUDON, K. C. 2010. Management information systems : managing the digital firm, Upper Saddle River, NJ : Pearson/Prentice Hall, c2010. SIEMENS. 2011. About Siemens in Canada- -Siemens [Online]. Siemens. Available: http://www.siemens.ca/web/portal/en/AboutUs/Pages/Default.aspx [Accessed 01/04/2011 2011]. SVEN C. VOELPEL & HAN, Z. 2005. Managing knowledge sharing in China: the case of Siemens ShareNet. Journal of Knowledge Management, 9, 51-63.
Hansen M., Nohria N., and Tierney T. (1999), “What’s your Strategy for Managing Knowledge?,” Harvard Business Review (March 1999), 106–16.
Brutus: The Honorable Hero Leadership qualities are upon us all; many great leaders have the traits of honorableness, show integrity, passion, and commitment, are trustworthy, and inspire others for greatness and improvement. In the play The Tragedy of Julius Caesar, written by William Shakespeare, many characters are represented as powerful leaders. Brutus was a great leader of the conspirator; the members of the conspiracy were all destined to kill Caesar for the good of the people. In the conspiracy group was Marcus Brutus, Cassius, Casca, Trebonius, Ligarius, Decius Brutus, Metellus, and Cinna. Cassius was the one who wanted to kill Caesar the most.
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
Three basic functions of knowledge creation, knowledge storage/ retrieval, knowledge transfer and knowledge application are mostly discussed in present literature (Holzner & Marx 1979; Pentland, 1995). However, very few studies are found providing all three functions in a single ground to facilitate knowledge management outcomes and optimal performance within given context. Thus, knowledge management framework is built on two critical dimensions: knowledge management outcomes (knowledge creation, retention and transfer) and properties of knowledge management context (properties of units- an individual, a group and an organization, properties of the relationships between units and properties of knowledge) (Linda Argote et al., 2003). According to their view, all knowledge management outcomes are related to each other and occur within any knowledge management contexts. The contribution of this framework is to take count on all basic knowledge management functions in all possible contextual aspects to integrate the literature, where most of the theory in knowledge management is designed to discuss only one outcome and/or one context at a point of investigation. It entails that the property of units, property of relationship between units and property of knowledge in knowledge management context determine the effectiveness of knowledge management outcomes. Ability, motivation and opportunity are three
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).
This paper dwells upon definition, types, scope, technology and modeling of knowledge and Knowledge Management while examining its strategic importance for retaining the competitive advantage by the organizations.
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.
Perry, B., 2005, Organisational Management and Information Systems. [e-book] Oxford; Elsevier. Available at: Google Books . [Accessed 14 November 2013]
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.
Knowledge management’s focus is on processes and procedures for acquiring, creating and sharing information, and the cultural and technical foundations that support them. Aspects of knowledge management include
Knowledge management (KM) can be defined as a systematic discipline of policies, process, and activities which empower organizations to apply knowledge to improve effectiveness, innovation, and quality (Sehai, 2006).
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
These day’s companies contain an immeasurable amount of knowledge and applying knowledge management values and practices into their companies. Knowledge management is not our end, but further action and better world. Knowledge management is support on the idea on the most important resource. Knowledge management is not new ideas. Companies had been managing human resources for years. Knowledge management is focus on being driven by the accelerated rate in technology and society. Companies has recognizes that today almost all jobs involve knowledge management system. Knowledge management ensures all employees are knowledge workers to some level or another. This depends more on their knowledge than their manual skills. Their skills includes creating, sharing and using knowledge are among the most important activities of practically every person in every companies should have. Knowledge management is basically about make the processes easy by created and sharing. It is not about setting up a new department or getting in a new computer system. It is about making little changes to the way everyone in the company works. There is numerous conduct of looking at knowledge management and different companies will take different
Turban et al. (2007: 6th edition) Information Technology for Management: Transforming Organisations in the Digital Economy. Wiley