2005 Management IS POSTECH Strategic Management of ...
Knowledge Management IME 20011356 Ahn, Young-il IME 20011338 Hwang, Byoung-hoon IME 20021332 Hur, Min-hoe
<ul><li>Definition of Knowledge Management </li></ul><ul><li>Models of KM </li></ul><ul><li>Knowledge Management Framework </li></ul><ul><li>KM in Human Resource Management (HRM) </li></ul><ul><li>KM in Business </li></ul><ul><li>Conclusion </li></ul>Agenda Tangible and Intangible Model KM in Business Strategy KM in Business Value
The Knowledge Management A new strategic management paradigm which identifies, extracts, categorizes and shares various elements of organizational knowledge to utilize them as a core competency of an organization Definition Significance of Knowledge Management (KM) “ A Competitive pressures reduce the size of the work force that holds valuable business knowledge and changes in strategic direction may result in the loss of knowledge in a specific area.” – Ms. Macintosh “ When eight people in a garage somewhere can take market share from a company like IBM, then knowledge is a factor of production much greater than land, labor, and capital .” – Larry Prusak, FED IBM Institute for KM
Definition of KM (cont’d) Operational Strategic Tactical Information Data Focus on decision-making New problems and situations Information usually incomplete New strategies often required Requires much intellectual effort Work is focused on context Varied problems Must analyze context Select appropriate tactics/strategies Significant intellectual effort Work focused on application Relatively fixed procedures Sometimes repetitive Limited intellectual effort Knowledge Volume Value Structuredness Human Involvement Time
KM Model Intangible Model Knowledge System Vision & Strategy (Direction, Leadership) Knowledge System Infrastructure & Technologies Processes, Mechanisms & Incentives to Capture, Absorb, Share & Create Knowledge Utilizing / Leveraging Knowledge Knowledge Goals, Objectives, Priorities Transformation Plan Articulated Knowledge Landscape Knowledge Measurement Knowledge Leaders / Activists Information Technology Tacit Knowledge Explicit Knowledge Competitive Intelligence Benchmarking Knowledge Communities/ Networks Intra/ Inter Organizational Competencies Innovation Knowledge Management Outcomes
KM Model (cont’d) Tangible Model Basic Terminologies - Socialization - Externalization - Combination - Internalization TACIT KNOWLEDGE -Intuitions Unarticulated mental models embodied technical skills EXPLICIT KNOWLEDGE -A meaningful set of information articulated in clear language including numbers or diagrams Knowledge Conversion Individual tacit knowledge -> group tacit knowledge tacit knowledge -> explicit knowledge from separate explicit knowledge -> systemic explicit knowledge explicit knowledge -> tacit knowledge
KM Model (cont’d) The Process of organizational knowledge creation Tacit Knowledge Explicit Knowledge Tacit Knowledge Tacit Knowledge Explicit Knowledge Explicit Knowledge Externalization Internalization Representation, Codification, Standardization Simulation, Learning, Reorganization Combination Socialization
KM Framework Leadership Leadership Vision / Strategy / Policy Value System Technology Process Organization Measurements Incentives / Education
Each plays a role in the development, management and flow of knowledge Individual Individual Team Community Organization Team - working together as a group in order to achieve a goal, usually with a defined objective Community – a group sharing knowledge and experience around common interests or purposes Organization – a group of people who cooperate systematically to conduct business KM in Human Resource
Strategy What we must know (and know how to do) Internal strategic Knowledge gap Knowledge Management Program Operational KM : knowledge to execute strategy Strategic KM : Knowledge to formulate strategy What we do know What our competitors know External strategic Knowledge gap KM in Business KM must be driven from the business strategy
KM in Business (cont’d) KM drives business value in four different ways
Conclusion Strategic Advantage Policy &Culture Change Management Business Value KMS HRM KM Strategy for KM Policy Maintenance Organization Culture Movement through Leadership Special Team for System Management Update of Knowledge & Information Incentive Policy Ability Development Program Education Program Efficiency, Responsiveness, Innovation, Competency knowledge to execute & formulate strategy How to organize after KM implementation?