The document discusses strategic knowledge management, emphasizing the development and maintenance of effective knowledge management systems within organizations. It outlines various phases of knowledge development, including sourcing, abstraction, construction, diffusion, and refinement, along with the necessary managerial, technological, and social infrastructures. Additionally, it highlights the importance of knowledge sharing, community involvement, and adding value to ensure long-term organizational success.

2. Strategic Knowledge Management
• It involves the strategies involved in developing,
implementing and maintaining the knowledge
management system inside an organization in an
effective manner

3. Knowledge Management Models
Knowledge
Influences
• Organizational
Context
• Strategic
Knowledge
• Knowledge
Leadership
• Knowledge
Culture
Knowledge
Foundations
• Human
Resource
Management
• Knowledge
Systems
Knowledge
Applications
• Core Knowledge
• Knowledge
Repositories
• Knowledge
Services
• Learning &
Development
Knowledge
Enhancement &
Review
• Knowledge
Evaluation
• Knowledge
Sustainability
• Issues &
research

4. Knowledge Workers
• Use their intelligence, power of brain to get the
work done
• Use mental work more than physical work
• Capture information, reshape it and enhance it so
that it bears more productivity
• The knowledge workers are the asset of the
organization
• They increase the intellectual assets of the
organization

5. Phases of Knowledge Development
• Rich and accurate foundation for ongoing knowledge formationKnowledge Sourcing
• Principles, theories and concepts to guide ongoing product
developmentKnowledge Abstraction
• Abstract concepts which are converted into applications and
outcomesKnowledge Conversion
Knowledge Diffusion
Knowledge Development &
Refinement
Adaptable & flexible knowledge which accommodates
changing context
Shared understanding and adoption of knowledge gained

6. Explanation of the Phases
 Knowledge Sourcing:
 Fill the knowledge between what is known and what is
to be acquired
 Can be done through drawing information from:
 existing procedures
 Personal experiences
 Organization’s intranet
 Expert guidance from the consultants

7. Continuation…
• Knowledge abstraction:
– It is a process of generation of the general principles,
guides and concepts for the construction for new
knowledge
– Helps to solve the complications arising in the process of
implementation
– It’s a time consuming process
– Sound abstracting leads to sound KM and also the
success of the KM

8. Continuation…
• Knowledge Construction:
– It is the conversion of the knowledge into suitable
application which can be shared & used by others
– Ideas & principles are used to get a specific outcome
– Knowledge can be either codified(Explicit) or
embodied(Tacit)
– The methods of construction of the knowledge
construction depends upon the type of the knowledge

9. Continuation…
• Knowledge Diffusion
– Once the knowledge is codified or embedded, it needs
to be shared and spread accordingly
– It can be done through
• Communication media, modeling of new practices, expert
training etc
– Knowledge sharing occurs on the basis of the previous
knowledge and expertise held by the audience/
employees
– Also depends upon the effectiveness of the channels

10. Continuation…
• Knowledge development and refinement:
– It should be regularly reshaped
– The knowledge should be developed making sure
making sure the current knowledge remains

11. Knowledge Management Infrastructure
• Mainly three types are there
1. Managerial Infrastructure
• Managerial support to the knowledge workers & effect on the formal
management process
• Supportive framework for resourcing, decision making and innovative
practices which result in successful persuasion of knowledge
• Manager acts as both facilitator & partner to the knowledge workers

12. Continuation…
2. Technological Infrastructure
• Technical & information system includes the management of the
information related to finance, information, records, customers, hr and
library which supports KM
• Mechanism for the people to share and transfer the information and
knowledge
• It’s a key ingredient for the success of the KM
• Library & Information services: shift form paper to the electronic
forms has changed the nature of the services
• Builds capable and informed knowledge builders
• Records Management: firms generate vast number of records from
which the data needs to be drawn and reviewed, catalogued and
stored

13. Continuation…
3. Social Infrastructure
• It’s a process by guiding & encouraging the social and professional
interactions of the members organization with the colleagues, clients and
other stakeholders
• Provides insight to the knowledge context including the values and
priorities
• helps in relationship building, long-term outcomes, collaboration and
cooperation

14. Harnessing Organizational Knowledge
• Many forms of knowledge exists inside the organization
• Helps in development of the corporate intellectual capital
• Two major issues to focus on:
• Knowing what is known
• Facilitating capturing and sharing
• Knowledge core the accumulated mass of strategic knowledge which is identified,
publically valued, captured and disseminated by the organization
– help share the knowledge across the corporate boundaries
– Focuses on development of competency needs of the organization
– Facilitates better transition of the tacit knowledge into actual practices
• The focus of the strategic knowledge core needs to integrate short terms and long
term priorities
• Aware of current and ongoing growth in skills, knowledge and capabilities of its
employees
• Regular audits on staff potential and capabilities

15. Building KM into the Strategic Framework
• KM is strategic activity
• Builds the gap between the organizational goals and role of the
knowledge in achieving the goals
• Focus on innovation and creativity rather than duplication of work
• Concentrate on capacity building for long term potential
• Help the workers build skills and competencies to meet future needs
and challenges
• Keep upgrading the knowledge acquired
• Lead the change process with focus on external environment,
reviewing the emerging trends & best mechanisms
• Prepare the employees for the long term needs strategic needs of the
society

16. Key points in building Strategic KM
• Knowledge sharing as competencies
• Core competency should be unique and hard to reproduce externally
• Careful observation needs to be done before adopting the competencies
• Developing strategic knowledge community
• Emphasis on the communal sharing of knowledge and practices through
group interactions
• Involve the whole community rather than few while building the knowledge
framework
• Encourage knowledge diffusion
• Knowledge environment needs to be user focused rather than system-
dictated
• Needs strong leadership
• Needs significant reshaping of both expectations and accountability in work
settings

17. Continuation…
• Adding value
• Final principle is that the knowledge management should add value
• KM is potential organizational influence in adding the long term values
• It requires major shift in how the organization views its people, systems and
the way interact
• Any activity related to KM should be scrutinized carefully to ensure that it
adds value