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Knowledge management v2.0 mirta amalia



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