Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Know Your Organisational Knowledge Management Orientation

2,502 views

Published on

Identify your knowledge management orientation!

Published in: Business, Education
  • i like the process and objective slide ..thank you
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here

Know Your Organisational Knowledge Management Orientation

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

×