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Know Your Organisational Knowledge Management Orientation


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The presentation requires one to find out the knowledge components (e.g. second last slide) to find out % given to knowledge components.

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Know Your Organisational Knowledge Management Orientation

  1. 1. Knowledge Management & Organizational Orientation Himanshu Dutt Ph. D Scholar New Delhi, INDIA
  2. 2. 4 Pillars of Knowledge © Himanshu Dutt Experience, Interpretation & Context Data & Information (in action) Learning Intellectualness = Competence + Commitment KNOWLEDGE
  3. 3. 3 Components of Knowledge System Re-create © Himanshu Dutt CREATE APPLY SHARE
  4. 4. 2 Basic Knowledge Forms Process © Himanshu Dutt EXPLICIT/ embodied in language, tools, & rules (integrated knowledge) TACIT/ embedded in routine (interactive knowledge) Object
  5. 5. 1 Knowledge Objective Value! Source of Competitive Advantage © Himanshu Dutt
  6. 6. Integrating into Definition: Defining Knowledge Management <ul><li>KM is an assimilated mix of Intellectualness developed through Experience, Learning & its Interpretation in/to some Context that uses Data & Information to derive customer/business Value to yield Competitive Advantage . </li></ul> © Himanshu Dutt
  7. 7. A Simple Organization KM System <ul><li>Data </li></ul><ul><li>Information </li></ul><ul><li>Knowledge Creation </li></ul><ul><li>Application </li></ul><ul><li>Dissemination </li></ul><ul><li>Monitoring Value </li></ul><ul><li>Document </li></ul>T A C I T E X P L I C I T Individual-based group-based © Himanshu Dutt
  8. 8. A General KM Framework © Himanshu Dutt motivating potential receivers to accept & use the incoming knowledge knowledge inflow 7. building effective & efficient channels for transfer of knowledge knowledge transmission 6. motivating potential senders of knowledge to share it knowledge outflow 5. uncovering opportunities for sharing knowledge identification 4. Objective Process Knowledge Mobilization Stage – II minimizing the loss of proprietary knowledge knowledge retention 3. internalizing external knowledge knowledge acquisition 2. learning by doing knowledge creation 1. Objective Process Knowledge Accumulation Stage – I
  9. 9. Varied Constituents of Knowledge <ul><ul><li>Scientific, Technical & Social </li></ul></ul><ul><ul><li>Experience, Context, Interpretation & Reflection </li></ul></ul><ul><ul><li>Commitment & Competence </li></ul></ul><ul><ul><li>Culture, Structure, Process, Leadership & Technology </li></ul></ul><ul><ul><li>Best Practice & Failed Practice </li></ul></ul><ul><ul><li>Individual & Group </li></ul></ul><ul><ul><li>Skill, Creativity, & Learning </li></ul></ul><ul><ul><li>Factual, Conceptual, Procedural & Meta-Cognitive </li></ul></ul> © Himanshu Dutt
  10. 10. Organizational Knowledge Orientation The example describes the use of Factual, Conceptual, Procedural & Meta-cognitive knowledge constituents by an organization that describes its orientation to these knowledge constituents. © Himanshu Dutt Meta-cognitive (strategies for learning, thinking and problem-solving) Procedural (skills, algorithms, techniques, methods specific to product/ process) Conceptual (theories, models, principles and generalizations) Factual (terminology, specific details and elements) Dissemination (%) Application (%) Creation (%) Contribution of Percent Contribution of Each in Knowledge Management
  11. 11. Creating A Knowledge Orientation - Ask Yourself? <ul><li>What does the term organizational knowledge means to you (intellectual capital, core competence, organizational learning)? </li></ul><ul><li>What is estimated strategic value of knowledge to you? </li></ul><ul><li>What are most critical factors of knowledge composition (experience, intuition, context, interpretation, reflection)? </li></ul><ul><li>How do organizations manage themselves to make knowledge (process, place, purpose, mission)? </li></ul><ul><li>At what levels in organizations knowledge is mostly found embedded? </li></ul> © Himanshu Dutt
  12. 12. Various Contexts to Knowledge Intangible source of economic growth and corporate value; input for product development; organizational outcome, strategic action to problem or opportunities, innovation etc. Various other authors (2003-2008) Knowledge is justified belief, validated by experience, shaped to benefit organization. Bij, Song and Weggeman (2003) Knowledge life cycle : creation, mobilization, diffusion and commoditization. Knowledge exists in 3 locations: codified information sets, inside individuals and in teams. Peter Murray (2002) Birkinshaw and Sheehan (2002) 4 knowledge dimensions: factual, conceptual, procedural & meta-cognitive Cognitive and Community based knowledge models for innovation. Sorensen & Snis (2001) Salisbury & Plass (2001) Product of experience and human reflection; located in an individual; embedded in a routine or process; embodied in language, concepts, rules and tools. 3 types – human (individual know-how), social (relationships between individuals or within groups) & structured (organization systems, processes) Intellectual capital = f{stock of knowledge accumulated by individuals and units} x {extent to which this knowledge is mobilized} Knowledge constructing, imbibing, interchanging & using is a social process. McAdam & Reid (2000) Gupta & Govindrajan (2000) Long & Fahey (2000) Meaningfully organized accumulated information; Knowledge is an object (stored) and process; Interactive (tacit) & integrated (explicit) knowledge Knowledge is information that could be acted upon. Lim, Ahmed & Zairi (1999) Zack (1999) Embedded & embodied knowledge types Knowledge means customer or commercial value created. Ulrich (1998) Madhvan & Grover (1998) Experience, context, interpretation are components of knowledge. Davenport, Long & Beers (1998) Tacit & explicit theory of knowledge transfers Nonaka & Takeuchi (1995) Knowledge as source of distinctive capabilities and competitive advantage Hamel & Prahalad (1994) Intellectual capital = commitment x competence = knowledge Quinn (1992) Ranked knowledge as scientific, technical & social Henry & Walker (1991) Effective use of knowledge depends upon organizational learning. Senge (1990) Context of Knowledge Authors
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