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Knowledge management v2.0 mirta amalia


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Knowledge management v2.0 mirta amalia

  1. 1. Knowledge Management an Introduction Mirta Amalia December 2011
  2. 2. Introduction <ul><li>Our society is transforming: </li></ul><ul><ul><li>agrarian  industrial  informational </li></ul></ul><ul><li>Business model also transforms: </li></ul><ul><ul><li>from manufacture-based to services </li></ul></ul><ul><li>This results in the shift of the importance of organisational resources: from tangible to intangible resources </li></ul><ul><li>Knowledge becomes one of the most important intangible resources in organisations. </li></ul><ul><li>Knowledge management (KM) is hence imperative in organisations </li></ul>
  3. 3. Knowledge Management <ul><li>Buzzword since 1990s, competing definitions and theories on KM has been prevalent phenomena in management studies </li></ul><ul><li>Working definition of KM </li></ul><ul><li>“ the process of critically managing knowledge to meet existing needs, to identify and exploit existing and acquired knowledge assets and to develop new opportunities” (Quintas et al., 1997:387). </li></ul><ul><li>In organisational sense, ‘knowledge’ here is referred to ‘organisational knowledge’ </li></ul><ul><li>Different types of knowledge: tacit – explicit knowledge </li></ul>
  4. 4. Frameworks (1) <ul><li>Organisational Knowledge Creation </li></ul><ul><li>(Nonaka and Takeuchi, 1995) </li></ul>
  5. 5. Frameworks (2) effective transfer of knowledge between individuals , throughout the organisation to prevent losing track of the acquired knowledge how organisations develop new content or replace the existing content knowledge is applied for decision-making and performing tasks KM Process (Heisig, 2001) <ul><li>KM Strategy (Hansen et al, 1999): </li></ul><ul><li>Codification </li></ul><ul><li>Personalisation </li></ul>
  6. 6. KM – Some Issues <ul><li>Common misinterpretation: </li></ul><ul><li>KM is merely about ICT-based information system </li></ul><ul><li>Integrative approach is required </li></ul><ul><ul><li>Different nature of knowledge (e.g. tacit vs explicit knowledge) requires different approach to manage </li></ul></ul><ul><li>Tacit knowledge sharing </li></ul>
  7. 7. References (and further reading) <ul><li>Hansen, M., Nohria, N. & Tierney, T. (1999) 'What's Your Strategy for Managing Knowledge?', Harvard Business Review , vol. 77, no. 2, pp. 106-116. </li></ul><ul><li>Heisig, P. (2001) 'Business Process Oriented Knowledge Management', in Knowledge Management: Best Practices in Europe , K. Mertins, P. Heisig & J. Vorbeck (eds.), Springer, Berlin, pp. 13-36. </li></ul><ul><li>Quintas, P., Lefrere, P. & Jones, G. (1997) 'Knowledge Management: A Strategic Agenda', Long Range Planning , vol. 30, no. 3, pp. 385-391. </li></ul><ul><li>Seminal works – Further reading: </li></ul><ul><li>Nonaka, I. & Takeuchi, H. (1995) The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation , Oxford University Press, Oxford. </li></ul><ul><li>Polanyi, M. (1966) The Tacit Dimension , Routledge & Kegan Paul. </li></ul>