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Strategic Knowledge Management
• It involves the strategies involved in developing,
implementing and maintaining the knowledge
management system inside an organization in an
effective manner
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
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
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
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
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
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
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
Continuation…
• Knowledge development and refinement:
– It should be regularly reshaped
– The knowledge should be developed making sure
making sure the current knowledge remains
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
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
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
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
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
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
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
Strategic Knowledge Management

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Strategic Knowledge Management

  • 1.
  • 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