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Gic2011 aula4-ingles-theory

Gic2011 aula4-ingles-theory






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    Gic2011 aula4-ingles-theory Gic2011 aula4-ingles-theory Presentation Transcript

    • Information andKnowledge Management Class 4: Knowledge Management Evolution Marielba Zacarias Prof. Auxiliar DEEI FCT I, Gab 2.69, Ext. 7749 mzacaria@ualg.pt http://w3.ualg.pt/~mzacaria
    • SummaryKnowledge as an assetOrigins of the knowledge workerTypes of Intellectual CapitalInitial definition of the types of knowledgeKnowledge Management vs Re-engineeringWeb 2.0 Tools Document sharing
    • OriginsBorn with languageFormally emerges from developing formal procedures products“leverage” or “know-how” embedded withinwork practices
    • Origins• post-war• knowledge created during II world war• proliferation of • universities • more knowledgeable workers• creates knowledge society• need to manage such knowledge
    • At that time..• USA Organizations • bureaucratic • hierarchical structures • high formalization, segmented, centralized • impersonal environments
    • Europe and Asia• Post-war reconstruction• New ways of organizing and managing organizations • employes more involved in defining and planning businesses • managers & employees got together • focus on quality
    • In USA..• Market share starts coming down• Perception of inefficiencies, fragmentation and resistance to change• Middle of the 90s • Formal knowledge management practice • first in academy...
    • “Knowledge Worker”• Peter Drucker • Landarmarks of Tomorrow (1959) • Creates the term “Knowledge worker” • New class of employee from industrial worker (white collar vs blue collar) • with unprecedented education levels
    • Tacit vs Explicit• Michael Polanyi • The tacit dimension (1966) • Difference between tacit and explicit knowledge • Focus on knowledge • not only as a product.. • but also as a process (acquisition and deployment) • Enfasis on tacit knowledge • Does not exist without human interaction (social process) • Is MORE than Information Management
    • Shared Principles• J. Peters and Robert H. Waterman • In Search for Excellence (1982) • Succesful organizations in competitive environments • Shared values and practices regardles of their size, mission, product and client base
    • The value of IT• Paul Strassmann • Information payoff (1985) • Shows the impact of IT on productivity • Importance of means to measure and assess the value of human capital • The concept of knowledge as an identifiable and quatifiable asset emerges
    • Re-engineering• Michael Hammer and James Champy • Reingeneering the Corporation (1992) • The situation is so desperate that the only solution is to forget everything and redesign the organization from scratch (white sheet) • The process paradigm is introduced
    • Process Paradigm Gerar Emitir vendas ordem ordemcontabilidade Verificar Aprovar Gerar crédito crédito factura produção Assembl. Enviar produto produto
    • The case of Ford Copia Ordem Ordem ordem compras compra compras compra is ria Nota de vendedor e envio at mContas materiaisa pagar vendedor Contas factura a pagar Sistema pagamento
    • Results• Showed that • Procedures & rules not effective any more• Renovated several enterprises• Several failures• A lot of firings
    • Re-engineering forgot..• Replacing outdated knowledge for knowledge that would be quickly outdated• Essential knowledge management principles • continuous improvement and learning • focus on people as knowledge sources
    • Knowledge as an asset• Acknowledgement of • quality • customer satisfaction • innovation• critical assets• Innovation as an essential source of competitive advantage
    • The continuity principle• In contrast to re-engineering, knowledge management • assumes continuous monitoring • foster continuous change • aims at continuous innovation• Continuityto satisfy marketa needs frequency understood as the required change
    • New Roles• CKO (Chief Knowledge Officer)• The Knowledge Creating Company • Nonaka 1995 • SECI model• 1995 • Knowledge Management peak of popularity
    • The role of IT• Scanning of • Explicit but unstructured knowledge• Document Management • for explicit knowledge• Workflows • Process Management • systemic knowledge • Process analysis and improvement• Data & Text mining