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MLS 761: SEMINAR IN KNOWLEDGE MANAGEMENT,[object Object],Topic 1: INTRODUCTION TO KM,[object Object],PREPARED FOR:,[object Object],DR. DANGMERDUWATI BINTI HASHIM,[object Object],PREPARED BY : ,[object Object],AMIRA IDAYU BINTI MOHD SHUKRY,[object Object],FADDLIZA BINTI MOHD ZAKI,[object Object],SITI BASRIYAH BINTI SHAIK BAHARUDIN ,[object Object],ZALINA BINTI ABDUL RAHIM,[object Object]
PRESENTATION OUTLINES,[object Object],History, definition of concepts, and the antecedents of KM,[object Object],The legacy and current state of the art of KM: an overview,[object Object],The elements of a KM Initiative,[object Object],The importance of KM for competitive edge in the K-economy,[object Object],The evolution of KM,[object Object],Information management and KM,[object Object],Explicit Knowledge, tacit knowledge and the knowledge infrastructure,[object Object],KM and ethics,[object Object]
KNOWLEDGE MANAGEMENT,[object Object],History, definition of concepts, and the antecedents of KM,[object Object],The legacy and current state of the art of KM: an overview,[object Object],Presented by:,[object Object],MS. ZALINA BINTI ABDUL RAHIM ,[object Object]
Knowledge Management (KM),[object Object],An Introduction to KM,[object Object],Knowledge, knowledge workers and KM are topics receiving increasing attention from a variety disciplines.,[object Object],[object Object],“Many have said we are moving from a post industrial to a knowledge-based economy.” (Drucker, 1993),[object Object],[object Object],[object Object]
Two Kinds of Knowledge,[object Object],Knowledge is intangible dynamic, and difficult to ,[object Object],measure, but without it no organization can survive. ,[object Object],[object Object]
 Tacit : knowledge that is stored within an      individual and as such is personal and  ,[object Object],    context specific. (Lin and Tseng, 2005 ; Srdoc et. al., 2005),[object Object]
So…what is knowledge management? ,[object Object],“Knowledge management (KM) is an effort to increase useful knowledge within the organization. Ways to do this include encouraging communication, offering opportunities to learn, and promoting the sharing of appropriate knowledge artifacts.”,[object Object],McInerney, C. (2002). Knowledge management and the dynamic nature of knowledge. JASIST, 53 (2).,[object Object]
Interdisciplinary Nature of KM,[object Object],(KimizDalkir, 2005),[object Object]
"The capabilities by which communities within an organization capture the knowledge that is critical to them, constantly improve it and make it available in the most effective manner to those who need it, so that they can exploit it creatively to add value as a normal part of their work“,[object Object],                                                                               (GlaxoSmithKline),[object Object],“The creation and subsequent management of an environment which encourages knowledge to be created, shared, learnt, enhanced, and organized for the benefit of the organization and its customers.”,[object Object],(MaryamSarrafzadeh, Bill Martin, AfsanehHazeri, 2006),[object Object]
Summary of KM Definition,[object Object],Designing and installing techniques and processes to create, protect, and use known knowledge.,[object Object],Designing and creating environments and activities to discover and release knowledge that is not known, or tacit knowledge.,[object Object],Articulating the purpose and nature of managing knowledge as a resource and embodying it in other initiatives and programs.,[object Object]
History of KM,[object Object],The history of managing knowledge goes back to the ,[object Object],earliest civilizations (Wiig, 1997). ,[object Object],(KimizDalkir, 2005),[object Object]
KM Milestones,[object Object],(KimizDalkir, 2005),[object Object]
Present and Future State of KM,[object Object], KM is in a state of high growth, especially  among the business and legal services industries .,[object Object],Currently, communities of practice such as the KM Network and the development of standards and best practices are in a mature stage of development.,[object Object]
http://www.unc.edu/~sunnyliu/inls258/IntroductiontoKnowledge_Management.html,[object Object]
KNOWLEDGE MANAGEMENT,[object Object],The elements of a KM Initiative,[object Object],The importance of KM for competitive edge in the K-economy,[object Object],Presented by:,[object Object],MS. AMIRA IDAYU BINTI MOHD SHUKRY ,[object Object]
ELEMENTS OF A KM INITIATIVE,[object Object],Model by Nonaka and Takeuchi, 1995 ,[object Object],ppi.fsksm.utm.my/staf/shahizan/personal/data/ICKM05.pdf,[object Object]
Cont.,[object Object],PEOPLE,[object Object],[object Object]
Knowledge is created by individuals
In Japanese Firms, the creation and sharing of knowledge can only happen when individuals cooperate willingly.,[object Object]
4 processes of interactions  is a spiral process that takes place repeatedlyb) Externalization,[object Object],[object Object]
Enable it to be communicated to others Socialization ,[object Object],[object Object],   knowledge through face-to-face communication or shared experience. ,[object Object],eg: meeting,[object Object],c) Combination,[object Object],[object Object],d) Internalization,[object Object],[object Object]
Closely linked to learning by doinghttp://knowledgeandmanagement.wordpress.com/seci-model-nonaka-takeuchi/,[object Object]
Cont.,[object Object],TECHNOLOGY,[object Object],[object Object]
Facilitate connections:Among knowledgeable people (by helping them find & interact with one another),[object Object],Between people and sources of information,[object Object],[object Object],        disseminated,[object Object]
PILLARS OF K-ECONOMY ,[object Object],ICT,[object Object],INNOVATION,[object Object],EDUCATION,[object Object],KNOWLEDGE ECONOMY,[object Object],INFORMATION SOCIETY KNOWLEDGE SOCIETY,[object Object],INFORMATIC,[object Object],KNOWLEDGE MANAGEMENT,[object Object],http://www.esastap.org.za/esastap/pdfs/presents_kad_mba_2006.pdf,[object Object]
IMPORTANCE OF KM FOR COMPETITIVE ,[object Object],EDGE IN THE K-ECONOMY,[object Object],[object Object],    value and wealth,[object Object],[object Object],    intangible assets like experience, know-how and knowledge,[object Object],[object Object],    to an environment where intangible assets are the key driver,[object Object],[object Object],    into the accumulated knowledge within the business,[object Object],[object Object],[object Object]
THE EVOLUTION OF KM,[object Object],KM has undergonea paradigm shift from a static, knowledge-warehouse approach towards a dynamic communication-based  or network approach focusing more on tacit  knowledge.  KM is a dynamic people-centric approach especiqlly on cultural problems and motivational issues in knowledge sharing.,[object Object],The use of information technology in KM,[object Object],●Businessprocessreengineering,[object Object],● Communities & colaboration,[object Object],● Tacit knowledge,[object Object],● Incentives and reward,[object Object]
KM has evolve from the combination of 2 factors :,[object Object],The business world’s enthusiasm for “intelectual capital”,[object Object],The appearance of corporate intranet (ideal tool to link and organisation together to share and disseminate knowledge throughout scattered offices and units,[object Object]
INFORMATION MANAGEMENT,[object Object],●  Focuses on information as a resource or collection.,[object Object],●  Practitioners  select, describe, classify, index, and abstract this    ,[object Object],    information to make it more accessible within and outside the  ,[object Object],    organization. ,[object Object],●  IM is concerned to provide transparent and standardized access  ,[object Object],    using technology by storing and organize information.,[object Object]
KNOWLEDGE MANAGEMENT,[object Object],● Focuses on its users.,[object Object],● Practioners summarize, contextualize, value-judge, rank, synthesize,    ,[object Object],   edit and facilitate to make information and knowledge accessible ,[object Object],   between people within or outside their organization. It concerns with  ,[object Object],   the social interactions with sharing and use of knowledge. ,[object Object],● KM is largely based on tacit interpretation that relate to human ,[object Object],   behavior and interchange.,[object Object]
FROM INFORMATION MANAGEMENT TO KNOWLEDGE MANAGEMENT,[object Object],Knowledge Management : The Information – Processing Paradigm,[object Object],The process of collecting, organising, classifying and dissemination of information to make it purposeful to those who need it,[object Object],Capture knowledge in the mind of in a central repository.,[object Object],Organising and analyzing information in a companies computer database.,[object Object],Identification of categories of knowledge needed to support overall business strategy,[object Object],Combining, indexing, searching and push technology to help companies organize data stored and deliver only relevant information using Intranet, groupware, data warehouse, networks, and video conferencing.,[object Object],Mapping  knowledge and information resources both online and offline ,[object Object],Knowledge assets are created through computerized collection, storage and sharing of knowledge,[object Object]
KEY DIFFERENCES BETWEEN INFORMATION MANAGEMENT AND KNOWLEDGE MANAGEMENT ,[object Object],Interplay Between Information and Knowledge ,[object Object],     Information can easily, organized and distributed whereas knowledge resides in one’s mind (human centric),[object Object],2.  IM and KM Projects: different scopes, approaches and  ,[object Object],     measurement systems ,[object Object],KM rely on the willingness of individuals whereas IM rely on    ,[object Object],     technical achievement to enable knowledge sharing,[object Object],3. Organizational Learning and KM,[object Object],    Organization can learn through self-knowledge, dialogue   ,[object Object],    and reuse the existing knowledge into new information,[object Object],4. Broad Concepts of KM ,[object Object],    - Time, Context, transformations and dynamics, social space  ,[object Object],      and knowledge culture,[object Object],5. Protecting Intellectual Capital: IM and KM Perspectives,[object Object],    IM used firewall, permission and access level whereas KM used   ,[object Object],    retention policies and circulation of knowledge (senior to junior),[object Object]
KNOWLEDGE MANAGEMENT,[object Object],Explicit Knowledge, tacit knowledge and the knowledge infrastructure,[object Object],KM and ethics,[object Object],Presented by:,[object Object],MS. FADDLIZA BINTI MOHD ZAKI ,[object Object]
Tacit Knowledge and Explicit Knowledge,[object Object]
IT,[object Object],Top Management Support,[object Object],Social Capital,[object Object],Customer Knowledge,[object Object]
KM and ethics,[object Object],[object Object]
Much of ethics can be distilled down to boundaries – boundaries that can help employees of an organization stay on the correct side of organizational policy and help clarify ethical issues (Groff and Jones, 2003),[object Object]

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Introduction to Knowledge Management

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Editor's Notes

  1. Have you ever face, when you need and information you could not retrieve it. You could not retrieve it and apply it to especially for current decision making. So, there is the need of KM.Actually KM is the hottest topic today and receiving increasing attention from variety disciplines. The ability to manage knowledge is becoming more crucial today’s.According to Drucker, 1993, “……………………………………………………………………………………………………………..”. and effective KM is now recognized to be “the key driver of new knowledge and new ideas” to the innovation process to new innovative products, services and solutions.The move from an industrially-based economy to a knowledge or information-based one in the 21st Century demands a top-notch knowledge management system to secure a competitive edge and a capacity for learning.**the key challenge of the knowledge-based economy is to foster innovation
  2. According to Charles Savage in Fifth Generation Management writes of the Knowledge Age as the third wave of human socio-economic development (Wikipedia, 2008). “The first wave was the Agricultural Age when wealth was defined as ownership of land. In the second wave, the Industrial Age, wealth was based on ownership of capital (i.e., factories). In the Knowledge Age, wealth is based upon the ownership of knowledge and the ability to use that knowledge to create or improve goods and services. Product improvements include cost, durability, suitability, timeliness of delivery, and security. In the Knowledge Age, 2% of the working population will work on the land, 10% will work in Industry and the rest will be Knowledge Workers [a term coined by Peter Drucker in 1959]”
  3. Knowledge has always been central to human performance and it has been defined as “ the capacity to act” (Svelby, 1997).Davenport, De Long and Beer (1998), “knowledge is a high value from of information that is ready to apply to decisions and creations.”Knowledge is intangible dynamic, and difficult to measure, but without it no organization can survive.
  4. In fact, there are likely more than three distinct perspectives on KM. 1. business perspectives, 2. cognitive perspectives, 3. process/technology perspectives. It leads to different extrapolation and different definition. KimizDalkir, 2005 in his books Knowledge management in theory and practice wrote the field of KM doe suffer from the “Three Blind Men and an Elephant” syndrome. It because different field will leads to different perspectives and definition.
  5. In fact, there are likely more than three distinct perspectives on KM. 1. business perspectives, 2. cognitive perspectives, 3. process/technology perspectives. It leads to different extrapolation and different definition. KimizDalkir, 2005 in his books Knowledge management in theory and practice wrote the field of KM doe suffer from the “Three Blind Men and an Elephant” syndrome. It because different field will leads to different perspectives and definition.
  6. It could be conclude that KM is all about managing knowledge. How from the knowledge especially the tacit knowledge could help benefit the organization.
  7. The palace archives of Sumer and Akkad and the extensive cuneiform archives discovered recently at Ebla in Syria, all more than 4,000 years old, were attempts to organize the records of civilization, government and commerce, so that the high value information contained therein could be used to guide new transactions and to prevent the loss of knowledge from generation to generation.
  8. Models of KM began to emerge in the literature in the mid- to late-1980’s. “KM as a conscious discipline evolved from the thinking of academics and pioneers such as Peter Drucker in the 1970s, Karl-Erik Sveiby in the late 1980s, Nonaka and Takeuchi in the 1990s” (National Health Service, 2006).
  9. “The ‘knowledge movement’ has now been with us for about two decades, at least if we trace its origins to IkujiroNanaka’s research on ‘organizational information creation’ in the 1980’s” According to a recent IDC report, knowledge management is in a state of high growth, especially among the business and legal services industries.  As the performance metrics of early adopters are documenting the substantial benefits of knowledge management, more organizations are recognizing the value of leveraging organizational knowledge.  As a result, knowledge management consulting services and technologies are in high demand, and knowledge management software is rapidly evolving. Currently, communities of practice such as the Knowledge Management Network and the development of standards and best practices are in a mature stage of development.  KM curricula such as certification, corporate training and university graduate certificate programs are on the rise. Techniques such as data mining and text mining that use KM for competitive intelligence and innovation are in the early stages of development. Finally, organizations are investing heavily in ad hoc KM software that facilitates organizational knowledge.
  10. In the next several years ad-hoc software will develop into comprehensive, knowledge aware enterprise management systems.  KM and E-learning will converge into knowledge collaboration portals that will efficiently transfer knowledge in an interdisciplinary and cross functional environment. Information systems will evolve into artificial intelligence systems that use intelligent agents to customize and filter relevant information.  New methods and tools will be developed for KM driven E-intelligence and innovation.
  11. Processes in contributing the knowledge management4 processes of interactions is a spiral process that takes place repeatedlyImportant point is to remain active and ascending & must take place in an open system (where knowledge is constantly exchanged with the outside environment)
  12. Such collection of content, enables what is learned by people in an organization be made accessible to others in the organization & used in future
  13. The key challenge of the knowledge-based economy is to foster innovation (penting)Knowledge, and its management, become more and more prominent in today’s world, because we are able to distribute it faster and at far cheaper costIn the Agricultural economy, wealth was measured by land and produce. Thus the more land and agricultural produce you had, the richer you were. In the Industrial economy, wealth was measured by industrial output. The more products you were able to generate in your factories, the richer you were. The Knowledge economy (K-economy) takes these previous economies one step further. Wealth today is not only measured by agricultural or industrial products, but by the new value we can create through the resourceful application of knowledge. In K-economy agriculture, for instance, knowledge could be put to work more effectively through better planting materials, improved horticultural practices or enhanced means of trading agricultural products.