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Knowledge Management an Introduction

Knowledge Management an Introduction. Mirta Amalia December 2011. Introduction. Our society is transforming: agrarian  industrial  informational Business model also transforms: from manufacture-based to services

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Knowledge Management an Introduction

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  1. Knowledge Managementan Introduction Mirta Amalia December 2011

  2. Introduction • Our society is transforming: • agrarian  industrial  informational • Business model also transforms: • from manufacture-based to services • This results in the shift of the importance of organisational resources: from tangible to intangible resources • Knowledge becomes one of the most important intangible resources in organisations. • Knowledge management (KM) is hence imperative in organisations

  3. Knowledge Management • Buzzword since 1990s, competing definitions and theories on KM has been prevalent phenomena in management studies • Working definition of KM “the process of critically managing knowledge to meet existing needs, to identify and exploit existing and acquired knowledge assets and to develop new opportunities” (Quintas et al., 1997:387). • In organisational sense, ‘knowledge’ here is referred to ‘organisational knowledge’ • Different types of knowledge: tacit – explicit knowledge

  4. Frameworks (1) Organisational Knowledge Creation (Nonaka and Takeuchi, 1995)

  5. Frameworks (2) knowledge is applied for decision-making and performing tasks KM Process (Heisig, 2001) how organisations develop new content or replace the existing content • KM Strategy (Hansen et al, 1999): • Codification • Personalisation effective transfer of knowledge between individuals, throughout the organisation to prevent losing track of the acquired knowledge

  6. KM – Some Issues • Common misinterpretation: KM is merely about ICT-based information system • Integrative approach is required • Different nature of knowledge (e.g. tacit vs explicit knowledge) requires different approach to manage • Tacit knowledge sharing

  7. References (and further reading) Hansen, M., Nohria, N. & Tierney, T. (1999) 'What's Your Strategy for Managing Knowledge?', Harvard Business Review, vol. 77, no. 2, pp. 106-116. Heisig, P. (2001) 'Business Process Oriented Knowledge Management', in Knowledge Management: Best Practices in Europe, K. Mertins, P. Heisig & J. Vorbeck (eds.), Springer, Berlin, pp. 13-36. Quintas, P., Lefrere, P. & Jones, G. (1997) 'Knowledge Management: A Strategic Agenda', Long Range Planning, vol. 30, no. 3, pp. 385-391. Seminal works – Further reading: Nonaka, I. & Takeuchi, H. (1995) The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation, Oxford University Press, Oxford. Polanyi, M. (1966) The Tacit Dimension, Routledge & Kegan Paul.

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