A new vocation has developed within corporations that drastically impacts the way companies manage their information and internal knowledge. This position has many titles, but most commonly is referred to as the CKO, the chief knowledge officer. The responsibilities of this position primarily focus on managing unstructured information and internal knowledge. Xerox refers to this raw data as assets, or more formally, “intellectual capital,” “knowledge assets,” or “intangible assets.” Because knowledge management is considered a tactical occupation, Xerox considers the CKO a part of the upper management team. An effective CKO should be able to create an alignment with unambiguous knowledge and culture within a company (Leibowitz, 2002).
As the knowledge management evolution began to catch on during the 1990s, companies began to view the chief knowledge officer position as a way of expanding their organizations. The CKO position has since progressed, and while some companies are committed to the notion, others are questioning whether the CKO model is appropriate for their needs and have adapated similar leadership archetypes (Lelic, 2005).
Committing to a knowledge management program, Xerox had several items to consider. The company evaluated the needs and interests of its consumers and its market interests to determine the consequences it may have on the company outcomes. Xerox created 10 domains, which came from studies performed at other businesses. The domains they formed are: “sharing best practices and knowledge, instilling responsibility for knowledge sharing, capturing and reusing past experiences, embedding knowledge in products, services, and processes, producing knowledge as a product, driving knowledge gener...
... middle of paper ...
...tee on Science, Engineering, and Public Policy, American Association for the Advancement of Science. Retrieved from http://www.aaas.org/spp/yearbook/2000/ch14.pdf.
Leibowitz, J. (2002). The role of the chief knowledge officer in organisations. Research and Practice in Human Resource Management, 10(2), 2-15. Retrieved from http://rphrm.curtin.edu/au/2002/issue2/knowledge.html.
Lelic, S. (2005, March 14). Death of a CKO: The evolving nature of knowledge leadership. Inside Knowledge, 8(6). Retrieved from http://www.ikmagazine.com/xq/asp/txtSearch.competitive+intelligence/exactphrase.1/sid.0/articleid.36D7D686-9610-423E-85FE-32BD83395274/qx/display.htm.
Powers, V. J. (1999). Xerox creates a knowledge-sharing culture through grassroots efforts. Knowledge Management in Practice, 4th Quarter(18), 1-4. Retrieved from http://www.realcom-inc.com/pdf/Xerox/pdf.
A nobel prize winning, architect of the atomic bomb, and well-known theoretical physicist, Professor Richard P. Feynman, at the 1955 autumn meeting of the National Academy of science, addresses the importance of science and its impact on society. Feynman contends, although some people may think that scientists don't take social problems into their consideration, every now and then they think about them. However he concedes that, because social problems are more difficult than the scientific ones, scientist don’t spend too much time resolving them (1). Furthermore he states that scientist must be held responsible for the decisions they make today to protect the future generation; also they have to do their best, to learn as much as possible,
The menu for the scientific and technological communities is large, even if at present political factors dominate the issue. Eventually, however, the work of these communities will provide the necessary underpinnings for policy decisions. But it is important not to assume that current research and analysis will automatically determine policy. They will enrich the debate, to be sure, but that debate will hinge on a different calculus for some time to come. Disillusionment with this situation is not useful; realistic assessment of the role of knowledge is.
Committee on Science, E. a. (2009). On Being a Scientist. Washington: The National Academies Press.
He takes pride in the neatness and precision of his work. Consequently, he has had substantial scholarly success and is near the top of his class. In addition, he has received multiple invitations to participate in the New York State Leadership Forums in several subject areas including law, medicine, and engineering. He is an active participant in the new Science Olympiad team, which aims to inspire students to pursue STEM-related careers. With a good work ethic and firm discipline, it is no conundrum that he has performed so well
Hansen M., Nohria N., and Tierney T. (1999), “What’s your Strategy for Managing Knowledge?,” Harvard Business Review (March 1999), 106–16.
Ed. Carl Mitcham. Encyclopedia of Science, Technology, and Ethics. Vol 1. Detroit: Macmillan Reference USA, 2005. P182-283.
Heifetz, R, & Laurie, D 1997. 'The Work of Leadership', Harvard Business Review, 75, 1, pp. 124-134, Business Source Complete, EBSCOhost, viewed 18 November 2013.
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.
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.
Taylor, Frederick Winslow (1911). The Principles of Scientific Management. New York, NY, US and London, UK: Harper & Brothers. Print. 8 Feb. 2014.
Creswell (2009) stated, “data, evidence, and rational consideration shape knowledge. In practice, the researcher collects information on instruments based on measures completed by the participants or by observations recorded by the researcher” (p.7). After data has been collected it can be illustrated by descriptive statistics, results would then be generalized to the study population. Research findings can help companies reevaluate leadership roles or how to transition current staff into effective leadership roles. Changing leadership has been explained by ASHE (2006) as “social constructivist theory suggests, is an evolving concept that has changed over time as social mores and beliefs have changed, then researchers will continuously reconstruct new visions that fit the emerging social understandings and needs”
In most organizations, effective utilization of knowledge increases productivity, creates competitive advantage and, ultimately, improves profits.
Choi, J-Y, Lee J-H, & Sohn S-Y 2009, 'Impact analysis for national R&D funding in science and technology using quantification method II ', Research Policy, vol. 38, no. 10, pp. 1534-1544.
(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.