Knowledge management is concerned with processes of creating, sharing, and maintaining knowledge that is essential to an organization. It involves collecting processes that govern the creation, dissemination, and use of knowledge. Knowledge management aims to support organizational learning and development by managing a firm's knowledge and skills as strategic assets. It impacts organizational performance through dimensions like people, products, processes and overall vision, strategy, revenues, and costs.

1. KNOWLEDGE
MANAGEMENT
DESIGNED BY: MIDHATULLAH & FALAK NAWAZ
ORGANIZATIONAL DEVELOPMENT

2. Knowledge Management
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3. What is knowledge?
 Knowledge is a familiarity with someone or
something, which can include information, facts,
description, and/or skills acquired through
experience or education.
 DATA
 INFORMATION
 KNOWLEDGE
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4. Knowledge Hierarchy
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5. Types of Knowledge:
 Tacit knowledge: That type of knowledge which
people carry in their mind, and is, therefore, difficult
to access.
 Explicit knowledge: That type of knowledge which
has been or can be articulated, codified, and stored
in certain media.
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6. Features
Explicit Knowledge Tacit Knowledge
Tangible Intangible
Physical objects, e.g. in documents or
databases
Mental objects, i.e. it's in people's
head's
Easily shared Sharing involves learning
Reproducible Not identically replicated
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7. KNOWLEDGE PROVIDER
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9. What is Knowledge management?
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Knowledge management is concerned with the
process of creating, acquiring, sharing and
maintaining knowledge that is essential to the
organization.

10. Knowledge Management
Knowledge Management is the collection
of processes that govern the creation,
dissemination, and utilization of
knowledge.
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11. History of Knowledge Management
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12. In 70’S
A number of management theorists have
contributed to the evolution of KM.
 Peter Drucker: Importance of Information and
explicit knowledge of organizations.
 Peter Senge: "learning organization"
 Chaparral Steel: A company having
knowledge management strategy.
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13. In 80’s
 Knowledge as a competitive asset was apparent.
 Managing knowledge that relied on work done in
artificial intelligence and expert systems.
 Knowledge management-related articles began
appearing in journals and books .
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14. In 90’s Until Now
 A number of management consulting firms had
begun in-house knowledge management
programs.
 Knowledge management was introduced in the
popular press.
 The International Knowledge Management
Network(IKMN) went online in 1994.
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15. KM Models
There are some KM Models:
 Nonaka/Takeuchi Knowledge Spiral (1995).
 WIIG KM Model.
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16. Spiral of Organizational Knowledge
Creation - Nonaka/Takeuchi (1995)
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To Tacit To Explicit
From Tacit Socialization Externalization
From Explicit Internalization Combination

17. Knowledge Form by WIIG Model
Public Knowledge
Sharing Knowledge
Personal Knowledge
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18. CONTINUE…
 The knowledge which is explicit and can be learned and
shared, called Public Knowledge.
 The knowledge which is an intellectual assets and held
exclusively by employees and shared during work or
embedded in technologies, called Sharing Knowledge.
 The knowledge which is the least accessible, but the most
complete form of knowledge. It’s usually tacit and used
without knowing, called Personal Knowledge.
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21. Objective of Knowledge Management
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24. Knowledge Management
24COMPONENT OF KNOWLEDGE
MANAGEMENT

25. Knowledge management chart
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26. ROLE OF KNOWLEDGE
MANAGEMENT
IN ANY ORGANIZATION AND ITS
DEVELOPMENT
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HRM aim is to support the development of firm-
specific knowledge and skills that are the result of
organizational learning processes.

28. Organizations use knowledge for three reasons:
 Knowledge can be used for determining organization’s
work processes and making strategies for sustainable
competitive advantage.
 Knowledge can be used for designing and marketing
product.
 Knowledge plays a critical role of organization’s
services quality.
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30. Becerra-Fernandez, et al. -- Knowledge Management 1/e -- © 2004
Prentice Hall
People ProductsProcesses
Organizational
Performance
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Dimensions of Organizational
Impacts of KM

31. Becerra-Fernandez, et al. -- Knowledge Management 1/e -- © 2004
Prentice Hall
Knowledge
• Vision
• Strategy
• Revenues
• Costs
Knowledge
Management
Organizational Performance
• Scale economies
• Scope economies
• Sustainable competitive
advantage
How Knowledge Management Impacts
Organizational Performance

32. Becerra-Fernandez, et al. -- Knowledge Management 1/e -- © 2004
Prentice Hall
A Summary of Organizational
Impacts of Knowledge
Management

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