This document provides an introduction to key concepts in knowledge management. It defines knowledge management as the deliberate coordination of an organization's people, processes, technology, and structure to promote knowledge sharing and apply lessons learned. Knowledge management aims to enhance organizational learning and create value. The document also distinguishes between explicit knowledge that is documented and tacit knowledge residing within people, and discusses different organizational perspectives in knowledge management.
This presentation introduces Knowledge Management for organizations and includes some models of KM System we have developed. There are some models in Knowledge Mapping.
This presentation introduces Knowledge Management for organizations and includes some models of KM System we have developed. There are some models in Knowledge Mapping.
How to develop a Knowledge Management Strategy for your Library Practical Pr...unulwbpartnership
In simple terms a KM strategy is the process of generating, codifying, and transferring explicit and tacit knowledge within an organization, getting the right information, to the right people, in the right place and at the right time.
The Why and How of Knowledge Management: Some Applications in Teaching and Le...Olivier Serrat
Knowledge management—the process of identifying, creating, storing, sharing, and using organizational knowledge—aims to provide support for improved decision making. Its higher objective is to advance organizational performance. It is best exercised if the motive behind knowledge management initiatives is clear, with sundry possible areas of activity and associated perspectives.
Knowledge Management basics; an introduction, covering definitions of knowledge and knowledge management, the three enablers of people, process and technology, the two routes of connect and collect, and the two motivators of push and pull. From http://www.knoco.com
In EK CEO Zach Wahl's presentation from KMWorld Connect 2020, he discusses the importance of putting KM in terms of business value and ROI. The presentation details EK's Proprietary KM Maturity Benchmark, a process to understand your organization's current, and target state, and specific metrics regarding KM ROI and Business Value.
Knowledge management and Organizational Learningshiluswami46
This presentation defines about the meaning of knowledge its concepts, Knowledge management along with the meaning of organizational learning and types of learning.
How to develop a Knowledge Management Strategy for your Library Practical Pr...unulwbpartnership
In simple terms a KM strategy is the process of generating, codifying, and transferring explicit and tacit knowledge within an organization, getting the right information, to the right people, in the right place and at the right time.
The Why and How of Knowledge Management: Some Applications in Teaching and Le...Olivier Serrat
Knowledge management—the process of identifying, creating, storing, sharing, and using organizational knowledge—aims to provide support for improved decision making. Its higher objective is to advance organizational performance. It is best exercised if the motive behind knowledge management initiatives is clear, with sundry possible areas of activity and associated perspectives.
Knowledge Management basics; an introduction, covering definitions of knowledge and knowledge management, the three enablers of people, process and technology, the two routes of connect and collect, and the two motivators of push and pull. From http://www.knoco.com
In EK CEO Zach Wahl's presentation from KMWorld Connect 2020, he discusses the importance of putting KM in terms of business value and ROI. The presentation details EK's Proprietary KM Maturity Benchmark, a process to understand your organization's current, and target state, and specific metrics regarding KM ROI and Business Value.
Knowledge management and Organizational Learningshiluswami46
This presentation defines about the meaning of knowledge its concepts, Knowledge management along with the meaning of organizational learning and types of learning.
People gain knowledge if they learn from experience. Learning is thus a vital component of knowledge management and its ultimate end. Collective learning comes from participating in the social processes of collaboration, sharing knowledge, and building on one another's ideas.
Knowledge management is the process by which an enterprise gathers, organizes, shares and analyzes its knowledge in a way that is easily accessible to employees.
This PowerPoint presentation was created for one of my graduate courses. The scenario was set in a large company with offices all over the US. Each office does their own training, which is delivered in “stand-up” or “hands-on” mode, and there is no collaboration. This has resulted in a lot of duplication of efforts, wasted resources and time. The access of material is limited as it is stored on the LAN. My task was to make knowledge management recommendations
It was submitted via email, thus no animations and a lot of the explanations are included as notes.
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1. K n o w l e d g e
M a n a g e m e n t
Rodrigo Rezende, MBA
A brief introduction to:
2. Objectives
• Definition of key knowledge management concepts.
• Learning a useful framework.
• Description of the key roles and responsibilities.
3. • It drives the global economy.
• Crucial factor for competitiveness.
“Knowledge is important!”
4. Characteristics of knowledge
• When used, it doesn’t end.
• When transferred, it doesn't result in a loss.
• Knowledge is abundant, but a only a few have the ability to do a
proper use of it.
• It walks out of the door at the end of each day in many business
companies.
6. Knowledge = Information?
• For some schools of thought yes…
• But for others no.
“Knowledge Management is predominantly seen as information
management by another name”
"Knowledge management is understanding the organization’s
information flows and implementing organizational learning practices
which make explicit key aspects of its knowledge base.[...] It is about
enhancing the use of organizational knowledge through sound
practices of information management and organizational learning.”
- Elisabeth Davenport and Blaise Cronin
- Marianne Broadben
7. Data
Information
Knowledge
Facts and figures which
relay on something specific,
but which are not organized
in some way.
Contextualized, categorized,
calculated and condensed
data.
Know-how, understanding,
experience, insight,
intuition and
contextualized information.
The great circle
8. “Knowledge management represents a deliberate and
systematic approach to ensure the full utilization of the
organization’s knowledge base, coupled with the potential of
individual skills, competencies, thoughts, innovations, and ideas to
create a more efficient and effective organization.”
Definition #1
- Kimiz Dalkir
9. “
“Knowledge management is the deliberate and systematic
coordination of an organization’s people, technology, processes,
and organizational structure in order to add value through
reuse and innovation. This is achieved through the promotion of
creating, sharing, and applying knowledge as well as through
the feeding of valuable lessons learned and best practices into
corporate memory in order to foster continued organizational
learning.” - Kimiz Dalkir
Definition #2
11. Knowledge
The two major types
Explicit Tacit
It stands for the context captured in
tangible forms of communication.
It's difficult to articulate and put into some
tangible forms of communication. It tends
to reside within the heads of knowers.
More valuable Less valuable
Property
Ability to disseminate and reproduce.
Translate a vision into a mission statement.
Transfer knowledge via documented processes.
Ability to teach and train.
Ability to adapt and deal with new situations.
Expertise and know-how.
Ability to collaborate, to share a vision.
Coaching and mentoring.
12. The Concept Analysis Technique
• Framework used in social science.
• Useful in situation where the concept are complex and subjective.
• “It's a technique used to visually map out conceptual information in
the process of defining a complex and value-laden terms such
democracy or religion.”
13. The Concept Analysis Technique
1. _____________
2. _____________
3. _____________
4. _____________
5. _____________
6. _____________
7. _____________
1. _____________
2. _____________
3. _____________
4. _____________
5. _____________
6. _____________
7. _____________
1. _____________
2. _____________
3. _____________
4. _____________
5. _____________
6. _____________
7. _____________
Concept name
• Key attributes: A list of key
attributes that must be present in
the definition, vision, or mission
statement
• Examples: A list of illustrative
examples.
• Nonexamples: A list of
illustrative nonexamples.
Key attributes Examples Nonexamples
14. The Concept Analysis Technique
• The best way to organizations use this framework is within a
group.
• There is no right answer for “What is Knowledge
Management to me?”. Each company needs to find its own.
• Each organization should define Knowledge Management in
terms of the business objective. Concept analysis is one way
of accomplishing this.
15. • Business perspective: Focusing on why, where, and to what
extent the organization must invest in or exploit knowledge.
Strategies, products and services, alliances, acquisitions, or
divestments should be considered from knowledge-related points
of view.
• Management perspective: Focusing on determining,
organizing, directing, facilitating, and monitoring knowledge-
related practices and activities required to achieve the desired
business strategies and objectives.
• Hands-on perspective: Focusing on applying the expertise to
conduct explicit knowledge-related work and tasks.
Organizational Perspectives
19. References
• Bareholz, H., Tamir, P. 1992. A comprehensive use of concept mapping in design instruction and assessment. Research in Science &
Technological Education 10 (1):37–52.
• Broadbent, M. 1997. The emerging phenomenon of knowledge management. Australian Library Journal 46 (1):6–24.
• Dalkir, K. 2011. Knowledge Management In Theory And Practice, Second Edition. The MIT Press. London, England
• Davenport, E., Cronin, B. 2000. Knowledge management: Semantic drift or conceptual shift? Journal of Education for Library and
Information Science 41 (4):294–306.
• Lawson, M. J. 1994. Concept mapping. In Vol.2 of The international encyclopedia of education., 2nd ed., edited by T. Husen and T. N.
Postlewaite. Oxford: Elsevier Science, 1026–1031.
• Lesser, E., Prusak, L. 2001. Preserving knowledge in an uncertain world. MIT Sloan Management Review 43 (1):101–102.
• Novak, J. 1990. Concept mapping: A useful tool for science education. Journal of Research in Science Teaching 60 (3):937–940.
• Novak, J. 1991. Clarify with concept maps: A tool for students and teachers alike. Science Teacher (Normal, Ill.) 58 (7):45–49.
• Wiig, K. 1993. Knowledge management foundations. Arlington, TX: Schema Press.