How to Troubleshoot Apps for the Modern Connected Worker
Introduction to km
1. MLS 761: SEMINAR IN KNOWLEDGE MANAGEMENT
PREPARED FOR:
DR. DANGMERDUWATI BINTI HASHIM
PREPARED BY :
AMIRA IDAYU BINTI MOHD SHUKRY
FADDLIZA BINTI MOHD ZAKI
SITI BASRIYAH BINTI SHAIK BAHARUDIN
ZALINA BINTI ABDUL RAHIM
2. History, definition of concepts, and the antecedents of
KM
The legacy and current state of the art of KM: an
overview
The elements of a KM Initiative
The importance of KM for competitive edge in the K-
economy
The evolution of KM
Information management and KM
Explicit Knowledge, tacit knowledge and the
knowledge infrastructure
KM and ethics
3. History, definition of concepts, and the
antecedents of KM
The legacy and current state of the art of KM:
an overview
Presented by:
MS. ZALINA BINTI ABDUL RAHIM
4. An Introduction to KM
Knowledge, knowledge workers and KM are topics
receiving increasing attention from a variety
disciplines.
KM is one of the hottest topics today in both
the industry world and information research
world.
“Many have said we are moving from a post
industrial to a knowledge-based economy.”
(Drucker, 1993)
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.
5. Knowledge Age is the third wave of human socio-
economic development.
1st wave was Agricultural Age
Wealth was defined as ownership of land
2nd wave was Industrial Age
Wealth was defined on ownership of capital
(i.e. factories)
3rd wave was Knowledge Age
Wealth was based upon the ownership of
knowledge and the ability to use that
knowledge to create or improve goods and
services.
(Charles Savage in Fifth Generation Management, 2008)
Cont.
6. Knowledge is intangible dynamic, and difficult to
measure, but without it no organization can survive.
Explicit : knowledge which has been
“encoded into some media external to a
person.” (Walczak, 2005)
Tacit : knowledge that is stored within an
individual and as such is personal and
context specific. (Lin and Tseng, 2005 ; Srdoc
et. al., 2005)
7. “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.”
McInerney, C. (2002). Knowledge management and the
dynamic nature of knowledge. JASIST, 53 (2).
9. "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“
(GlaxoSmithKline)
“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.”
(Maryam Sarrafzadeh, Bill Martin, Afsaneh Hazeri, 2006)
10. Designing and installing techniques and processes
to create, protect, and use known knowledge.
Designing and creating environments and activities
to discover and release knowledge that is not
known, or tacit knowledge.
Articulating the purpose and nature of managing
knowledge as a resource and embodying it in
other initiatives and programs.
11. The history of managing knowledge goes back to the
earliest civilizations (Wiig, 1997).
(Kimiz Dalkir, 2005)
13. KM is in a state of high growth, especially
among the business and legal services
industries .
Currently, communities of practice such as
the KM Network and the development of
standards and best practices are in a
mature stage of development.
15. The elements of a KM Initiative
The importance of KM for competitive edge in
the K-economy
Presented by:
MS. AMIRA IDAYU BINTI MOHD SHUKRY
16. ELEMENTS OF A KM INITIATIVE
ppi.fsksm.utm.my/staf/shahizan/personal/data/ICKM05.pdf
Model by Nonaka and Takeuchi, 1995
17. Cont.
I. PEOPLE
Refers to cultural and behavioral approach
Knowledge is created by individuals
In Japanese Firms, the creation and sharing of knowledge
can only happen when individuals cooperate willingly.
18. II. PROCESSES
Processes in contributing the knowledge management
4 processes of interactions is a spiral process that takes place
repeatedly
a) Socialization
Sharing tacit
knowledge through
face-to-face
communication or
shared experience.
eg: meeting
b) Externalization
Developing
concepts and
models to convert
tacit knowledge to
explicit knowledge
Enable it to be
communicated to
others
c) Combination
Combination of
various elements of
explicit knowledge
to form more
complex and
systematic explicit
knowledge
d) Internalization
Understand explicit
knowledge
Closely linked to
learning by doing
http://knowledgeandmanagement.wordpress.com/seci-model-nonaka-takeuchi/
Cont.
19. III. TECHNOLOGY
Refers to the network system
Facilitate connections:
a. Among knowledgeable people (by helping them find &
interact with one another)
b. Between people and sources of information
Through ICT, explicit knowledge can be captured and
disseminated
Cont.
21. IMPORTANCE OF KM FOR COMPETITIVE
EDGE IN THE K-ECONOMY
K-economy is about knowledge and the ability to create new
value and wealth
In the K-economy, wealth derived from the exploitation of
intangible assets like experience, know-how and knowledge
To be success in K-economy, we need to accept and adapt
to an environment where intangible assets are the key driver
K-economy is more than a commitment to manage and tap
into the accumulated knowledge within the business
Knowledge Management leads to greater productivity
22. The evolution of KM
Information management and KM
Presented by:
MDM. SITI BASRIYAH BINTI SHAIK BAHARUDIN
23. The use of information technology in KM
KM has undergone a 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.
●Business process reengineering
● Communities & colaboration
● Tacit knowledge
● Incentives and reward
24. KM has evolve from the combination of 2 factors :
1. The business world’s enthusiasm for “intelectual capital”
2. The appearance of corporate intranet (ideal tool to link
and organisation together to share and disseminate
knowledge throughout scattered offices and units
25. INFORMATION MANAGEMENT
● Focuses on information as a resource or collection.
● Practitioners select, describe, classify, index, and abstract this
information to make it more accessible within and outside the
organization.
● IM is concerned to provide transparent and standardized access
using technology by storing and organize information.
26. KNOWLEDGE MANAGEMENT
● Focuses on its users.
● Practioners summarize, contextualize, value-judge, rank, synthesize,
edit and facilitate to make information and knowledge accessible
between people within or outside their organization. It concerns with
the social interactions with sharing and use of knowledge.
● KM is largely based on tacit interpretation that relate to human
behavior and interchange.
27. FROM INFORMATION MANAGEMENT TO
KNOWLEDGE MANAGEMENT
Knowledge Management : The Information – Processing Paradigm
1. The process of collecting, organising, classifying and
dissemination of information to make it purposeful to those who
need it
2. Capture knowledge in the mind of in a central repository.
3. Organising and analyzing information in a companies computer
database.
4. Identification of categories of knowledge needed to support
overall business strategy
5. 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.
6. Mapping knowledge and information resources both online and
offline
7. Knowledge assets are created through computerized collection,
storage and sharing of knowledge
28. 1. Interplay Between Information and Knowledge
Information can easily, organized and distributed whereas
knowledge resides in one’s mind (human centric)
2. IM and KM Projects: different scopes, approaches and
measurement systems
KM rely on the willingness of individuals whereas IM rely on
technical achievement to enable knowledge sharing
3. Organizational Learning and KM
Organization can learn through self-knowledge, dialogue
and reuse the existing knowledge into new information
4. Broad Concepts of KM
- Time, Context, transformations and dynamics, social space
and knowledge culture
5. Protecting Intellectual Capital: IM and KM Perspectives
IM used firewall, permission and access level whereas KM used
retention policies and circulation of knowledge (senior to junior)
KEY DIFFERENCES BETWEEN INFORMATION
MANAGEMENT AND KNOWLEDGE MANAGEMENT
29. Explicit Knowledge, tacit knowledge and the
knowledge infrastructure
KM and ethics
Presented by:
MS. FADDLIZA BINTI MOHD ZAKI
30. Tacit knowledge Explicit knowledge
Ability to adapt, to deal with
new an exceptional situations
Ability to disseminate, to
reproduce, to access and to
reapply throughout the
organization
Expertise, know-how, know-why
and care-why
Ability to teach, to train
Ability to collaborate, to share a
vision, to transmit a culture
Ability to organize, to
systematize, to translate a vision
into a mission statement, into
operational guidelines
Coaching and mentoring to
transfer experiential knowledge
on one-to-one, face-to-face
basis
Transfer of knowledge via
products, services and
documented processes
32. • KM involves the ethical management of people, not just the
efficient distribution of documents.
• 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)
34. Knowledge as an asset or resource unlike
information or data, is not easily understood,
classified, shared and measured. It is invisible,
intangible and difficult to imitate. Expanding
the knowledge base within an organization is
not the same as expanding its information
base.
35. Dalkir, Kimiz (2005). Knowledge management in theory and practice.
Amsterdam ; Boston : Elsevier/Butterworth Heinemann
Groff, Todd R. & Jones, Thomas P. (2003). Introduction to knowledge
management: KM in business. Amsterdam: Butterworth Heinemann.
Juhana Salim, Mohd. Shahizan Othman & Sharhida Zawani. (2005). Integrated
approach to knowledge management initiatives programme: towards
designing an effective knowledge management system. International
Conference on Knowledge Management,1-23. Retrieved July 10, 2011, from
http://www.eg2km.org/articles/Enriching%20KM%20in%20R&%20D%20Organis
ation%20-%20A%20Malaysian%20Perspective.pdf
Mbanananga, N., Dr. (2006). Knowledge management & knowledge economy.
Medical research council. Retrieved January 10, 2011, from
http://www.esastap.org.za/esastap/pdfs/presents_kad_mba_2006.pdf
Milovanović, S. (2006). Knowledge sharing between users and information
specialists: Role of trust. Retrieved January 5, 2011, from
http://www.12manage.com/methods_nonaka_seci.html
36. Nancy Dubois, Tricia Wilkerson (2008). Knowledge Management: Background
Paper for the Development of a Knowledge Management Strategy for
Public Health in Canad. . Retrieved January 10, 2011, from
http://www.nccmt.ca/pubs/KMpaper_EN.pdf
Sarrafzadeh, Maryam, Martin Bill, Hazeri, Afsaneh (2006). “ LIS professionals and
knowledge management: some recent perspectives”, Library management,
Vol. 27 No.9, pp. 621-635.
Srikantaiah, T.K. (2001). Knowledge management: A faceted overview.
In Srikantaiah, T.K. , & Koenig, M. (Ed.), Knowledge
management (pp. 7-17). New Jersey: Information Today Inc.
Waddell, Dianne, Stewart, Deb (2008). “Knowledge management as perceived
by quality practitioners”, The TQM Journal, Vol.20 No. 1, pp. 31-44
William Ives, Ben Torrey, Cindy Gordon, (1997). "Knowledge Management: An
Emerging Discipline with a Long History", Journal of Knowledge
Management, Vol. 1 Iss: 4, pp.269 – 274.
Editor's Notes
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
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]”
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.
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. Kimiz Dalkir, 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.
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. Kimiz Dalkir, 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.
It could be conclude that KM is all about managing knowledge. How from the knowledge especially the tacit knowledge could help benefit the organization.
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.
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).
“The ‘knowledge movement’ has now been with us for about two decades, at least if we trace its origins to Ikujiro Nanaka’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.
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.
Processes in contributing the knowledge management
4 processes of interactions is a spiral process that takes place repeatedly
Important point is to remain active and ascending & must take place in an open system (where knowledge is constantly exchanged with the outside environment)
Such collection of content, enables what is learned by people in an organization be made accessible to others in the organization & used in future
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 cost
In 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.
