Essentials of knowledge management

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Essentials of knowledge management

  1. 1. Akash C.MathapatiAssistant ProfessorKirloskar Institute of Advanced ManagementStudies (KIAMS)Essentials of KnowledgeManagementAkash C.Mathapati
  2. 2. Organizational Knowledge Types Social Knowledge Social knowledge comes into view at socialsituations, and is inclined to control behaviors. In abusiness environment, the buildup of socialknowledge results in a corporate culture. Axiomatic Knowledge Is the basic knowledge that is believed to beintrinsic within organizational employees & isrequired for their participation in the organizationalknowledge process.Akash C.Mathapati
  3. 3.  Organizational Knowledge Capital Is the worth that a customer allocates on top of thecost of sales and cost of capital. It is the excessvalue on top of the traditional value. The people who possess the accumulatedknowledge about a company are the carriers ofknowledge capitalAkash C.Mathapati
  4. 4. A job is performedby a teamOutcome isrealizedOutcome iscompared toactionNew exp &/orknowledge isobtainedKnowledgecaptured &coded useableby othersNew knowledgebe reused bythe team fornext jobInitialKnowledgeAkash C.Mathapati
  5. 5. Knowledge sharingOrganizational cultureCo Policies& strategiesWork NormsAttitudeVocationalReinforcesPersonalityKnowledgeSharingCompensation, Autonomy, Recognition, Job Security, AbilityUtilization, Creativity, Good Work Env, Advancement, MoralValues, Social Status, Achievement, Independence, VarietyAkash C.Mathapati
  6. 6. Nonaka’s Model of KnowledgeCreation & Transformation Tacit to Tacit Communication (Socialization):takes place between people in meeting or in teamdiscussions Tacit to Explicit Communication (Externalization):Articulation among people trough dialog Explicit to Explicit Communication(Communication): this transformation phase canbe best supported by technology. Explicitknowledge can be easily captured & thendistributed /transmitted to worldwide audienceAkash C.Mathapati
  7. 7.  Explicit to tacit Communication (internalization):this implies taking explicit knowledge & deducingnew ideas or taking constructive action. Onesignificant goal of knowledge management is tocreate technology to help the users to derive tacitknowledge from explicit knowledgeAkash C.Mathapati
  8. 8. The Architecture’s Characteristics Successful Knowledge Management architecturemust be: Available (if knowledge exists, it is available forretrieval) Accurate in retrieval (If available, knowledge isretrieved) Effective (knowledge retrieved is useful & correct) Accessible (knowledge is available during the timeof need) Pervasive sharing Infrastructure Sharing Culture knowledge performance & spreading PowerAkash C.Mathapati
  9. 9. Organizational Network Analysis ONA is a s/w supported methodology that revealsthe inner working of an organization. Knowledge networks are mapped that uncoverinteractions within & across the boundaries of theorganization. ONA exhibits both how knowledge is shared inemergent communities of practice & how it isutilized in key business processes. It uncovers the hidden dynamics that supportlearning & adaptation in the modern organizationAkash C.Mathapati
  10. 10.  ONA is an outgrowth of many knowledgedisciplines including social networktheory, organizational behaviour, interpersonalcommunications, chaos theory, complex adaptivesystems etc. ONA is basically Object Oriented (OO) model ofan organization, with objects such aspeople, teams & technologies interlinked.Akash C.Mathapati
  11. 11. Organizational Knowledge MappingTechniques Knowledge mapping represents the ongoingmission within an organization, including itssupply and customer chain, to help discover thelocation, ownership, value & use of knowledgeartifacts It is commonly known fact that, knowledge issought primarily within the context of a problem &is to be applied rather purely contemplated Management of complex transdisciplinaryproblems necessitates a mapping to anorganizational knowledge base.Akash C.Mathapati
  12. 12. Core Implementation Issues An escalating rate in the growth & diversity ofknowledge * information available to & within anorganization The fractionation of the disciplines into narrowspecialty fields, thereby augmenting a trendtowards depth rather than breadth An increase in professional mobility, leading to adiscontinuity of focus & experience within anindividual’s career& ultimately fewer real subjectmatter expertsAkash C.Mathapati
  13. 13. Knowledge Maps Location, ownership, validity, timeliness, domain,sensitivity, access rights, storage medium, usestatistics, medium & channels of commonorganizational data, info & knowledge pools orsources Organizationaldocuments, files, systems, policies, directories, competencies, relationships, authorities Boundary objects, knowledgeartifacts, stories, heuristics, patterns, events, practices, activities Explicit & tacit knowledge which is closely linkedto strategic drivers, core competencies & marketAkash C.Mathapati
  14. 14. Organizational Benefits Encourage reuse of organizational knowledge &prevent re-invention, saving search time &acquisition costs Highlight islands of expertise & suggest ways tobuild bridges to increase knowledge sharing Discover effective & emergent communities ofpractice where learning is happening Provide a baseline for measuring progress Reduce the burden on experts by helping staff tofind critical information quickly Improve customer response, decision making &problem solving by providing access to applicableinformationAkash C.Mathapati
  15. 15.  Highlight opportunities for learning & leverage ofknowledge Provide an inventory & evaluation of intellectual &intangible assets Research for designing knowledge architecture ora corporate memoryAkash C.Mathapati
  16. 16. Knowledge Map Construction Dialogue Space Construct-Relation Space Operational Space Interpretive SpaceAkash C.Mathapati

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