Business intelligence

1. Knowledge Management

2. Book and Assessment
 The prescribed book is:
 Knowledge Management, an integrated approach 2nd Edition. Jashapara Ashok
 Marks Distribution
 Two Quizzes 10%
 Group Presentation 4%
 Individual Participation 4 %
 Assignments 7 %
 Mid-Term Exam 25% .
 Final Exam 50%
 TOTAL 100%
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3. Learning Outcomes:
 On the completion of this course, the students are expected to :
 Understand the key concepts of knowledge management such as
intellectual capital, organizational learning and memory,
knowledge taxonomy, and communities of practice.
 Evaluate the need to have non-financial measures of intellectual
capital to supplement traditional financial measures;
 Apply concepts of intellectual capital in practice;
 Explain different schools of thought in knowledge management
strategic management such as the resource-based and
knowledge-based view of the firm
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4. Learning Outcomes:
 On the completion of this course, the students are expected to :
 Distinguish between processes of knowledge acquisition,
information distribution, information interpretation and
organisational memory
 Describe knowledge management systems in terms of their key
drivers and different types
 Describe different typologies of organisational culture and their
roles in knowledge management processes
 Explain technologies for different knowledge management
processes
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5. Chapter 1
Introduction to Knowledge Management in Theory and
Practice
 After completing this chapter, the student should be able to:
 Distinguish between different perspectives in the knowledge
management (KM) literature;
 Explain the diversity of disciplines and content that make up the field
of knowledge management;
 Describe the differences between the terms data, information and
knowledge;
 Assess the differences in the management of knowledge from ancient
to modern times.
Learning Objectives
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6. Introduction to Knowledge Management
 The ability to manage knowledge is becoming increasingly more
crucial in today’s knowledge economy
 The creation and diffusion of knowledge have become ever more
important factors in competitiveness in today’s knowledge
economy.
 Some paradoxical characteristics of Knowledge:
 Use of knowledge does not consume it.
 Transferal of knowledge does not result in losing it.
 Knowledge is abundant, but the ability to use it is scarce.
 Much of an organization’s valuable knowledge walks out the door at
the end of the day.666
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7. From industrial era to knowledge age
 Forty years ago, nearly half of all workers in industrialized
countries were making or helping to make things; today
that proportion is down to 20%.
 The only sustainable advance a firm has comes from what
it collectively knows, how efficiently it uses what it knows,
and how quickly it acquires and uses new knowledge.
 An organization in the Knowledge Age is one that learns,
remembers, and acts based on the best available
information, knowledge, and know-how. companies need
to learn from their past errors and not reinvent the wheel
again and again.
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8. DATA, INFORMATION & KNOWLEDGE
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9. Knowledge
Information
Data
Information
System
Decision
Events
Use of
information
Knowledge
DATA, INFORMATION & KNOWLEDGE
Ch
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10. • Data: Content that is directly observable or verifiable;
for example, listings of the times and locations of all movies being
shown today—I download the listings.
• Information: Content that represents analyzed data
for example, “I can’t leave before 5 so I will go to the 7:00 P.M. show at
the cinema near my office.”
• Knowledge:
• A justified true belief
• Actionable information
For Example: At that time of day, it will be impossible to find parking. I remember
the last time I took the car I was so frustrated and stressed because I thought I
would miss the opening credits. I’ll therefore take the commuter train. But first I’ll
check with Al. I usually love all the movies he hates so I want to make sure it’s worth
seeing!
DATA, INFORMATION & KNOWLEDGE
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12. Questions
What is the best way of memorising something?
What are the problems of using memory for
knowledge sharing?

13. KM definition
 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 coordination is achieved through:
 creating,
 sharing,
 and applying knowledge
 feeding the valuable lessons learned and best practices
into corporate memory in order to foster continued
organizational learning.
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14. Forces Driving Knowledge Management
 Increasing Domain Complexity:
 Intricacy of internal and external processes, increased competition, and
the rapid advancement of technology all contribute to increasing domain
complexity.
 Accelerating Market Volatility:
 The pace of change, or volatility, within each market domain has
increased rapidly in the past decade.
 Intensified Speed of Responsiveness:
 The time required to take action based upon subtle changes within and
across domains is decreasing.
 Diminishing Individual Experience:
 High employee turnover rates have resulted in individuals with
decision-making authority having less tenure within their organizations
than ever before.
Ch
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15. Forces Driving Knowledge Management
 Globalization of business:
 Organizations today are more global—multisite, multilingual, and multicultural in
nature.
 Leaner organizations:
 We are doing more and we are doing it faster, but we also need to work smarter
as knowledge workers, adopting an increased pace and workload.
 Corporate amnesia:
 We are more mobile as a workforce, which creates problems of knowledge
continuity for the organization and places continuous learning demands on the
knowledge worker. We no longer expect to spend our entire work life with the
same organization.
 Technological advances:
 We are more connected. Advances in information technology not only have
made connectivity ubiquitous but have radically changed expectations. We are
expected to be “on” at all times, and the turnaround time in responding is now
measured in minutes, not weeks
Ch
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16. KM Objectives
 Facilitate a smooth transition from those retiring to their
successors who are recruited to fill their positions.
 Minimize loss of corporate memory due to attrition and retirement.
 Identify critical resources and critical areas of knowledge so that
the corporation “knows what it knows and does it well—and why.”
 Build up a toolkit of methods that can be used with individuals,
with groups, and with the organization to stem the potential loss of
intellectual capital.
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17. KM Objectives
 For the individual, KM:
 Helps people do their jobs and save time through better decision making and
problem solving.
 Builds a sense of community bonds within the organization.
 Helps people to keep up to date.
 Provides challenges and opportunities to contribute
 For the organization, KM:
 Helps drive strategy.
 Solves problems quickly.
 Diffuses best practices.
 Improves knowledge embedded in products and services.
 Cross-fertilizes ideas and increases opportunities for innovation.
 Enables organizations to stay ahead of the competition better.
 Builds organizational memory.
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18. KM from Different Perspectives
 Business perspective on KM
 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 on KM
 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 on KM
 Focusing on applying the expertise to conduct explicit knowledge-related
work and tasks
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19.  KM from the cognitive science perspective
 Knowledge—the insights, understandings, and practical know-how
that we all possess—is the fundamental resource that allows us to
function intelligently.
 KM from the process perspective
 Knowledge management is the concept under which information is
turned into actionable knowledge and made available effortlessly
in a usable form to the people who can apply it.
 KM from the technology perspective
 A systematic approach to manage the use of information in order to
provide a continuous flow of Knowledge to the right people at the
right time enabling efficient and effective decision making in their
everyday business.
KM from Different Perspectives
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20. The Two Major Types of Knowledge
• Explicit Knowledge
• refers to knowledge that has been expressed into words and numbers
• know-what
• easy to identify, store, and retrieve
• most easily handled by KMS
• very effective at facilitating the storage, retrieval, and modification of
documents and texts
• Tacit Knowledge
• it is highly personal and hard to formalize, making it difficult to communicate of
share with others
• know-how
• intuitive, hard to define knowledge that is largely experience based
• context dependent and personal in nature. It is hard to communicate and
deeply rooted in action, commitment, and involvement
• includes insights, intuitions, and hunches
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21. Types of Knowledge
 Procedural knowledge:
Is knowledge of how to do things, how to make decisions, how to diagnose, and how to
prescribe.
 Declarative knowledge:
Denotes descriptive knowledge or knowing “what” as opposed to knowing “how.
 Causal knowledge:
is about why something occurs. Shared explicit casual knowledge, often in the form of
organisational stories, enables organisations to coordinate strategy for achieving goals or
outcomes.
 General knowledge
is broad knowledge, often publically available, and independent of particular event.
 Specific Knowledge:
is context-specific. Codifying specific knowledge so that it is meaningful across an
organization requires that a firm describe its context along with the focal knowledge
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22. Converting knowledge
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Nonaka and Takeucki (1995)

23. Thank you!
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