This document discusses the relationship between human resource management (HRM) and knowledge management (KM) in the context of the knowledge economy. It argues that HRM must adapt and take on new roles to support KM, including acting as a knowledge facilitator, experience creator, and knowledge sharing champion. The implications of KM for HRM include a greater focus on learning, innovation, sustainability, and knowledge creation through processes like socialization, externalization, combination, and internalization. Effective HRM is key to harnessing an organization's knowledge assets and developing a knowledge-sharing culture.
This document discusses the foundations and solutions of knowledge management. It defines knowledge management solutions as specific approaches to discovering, capturing, sharing, and applying knowledge, which are supported by knowledge management processes and systems. Knowledge management foundations are broader organizational aspects that support knowledge management in the short and long term, including infrastructure, mechanisms, technologies, and processes. The document provides examples of knowledge management mechanisms, technologies, processes, and infrastructure components and how they interrelate and support knowledge management.
The document discusses the location and types of knowledge. It identifies five locations where knowledge can exist: individual, groups/communities, structural, organizational, and extra-organizational. Organizational knowledge resides within individuals, groups, and at the organizational level. The document also examines organizational memory and the different repositories where knowledge can be stored, including individuals, culture, transformations, structures, and external activities. Finally, it defines knowledge work and knowledge workers, and identifies the key characteristics and skill sets required of knowledge workers, such as communication skills, analytical skills, and the ability to locate, gather, analyze and organize information.
This document provides an overview of knowledge management from an organizational perspective. It discusses how effective knowledge management requires a knowledge-sharing culture built on trust between individuals, groups, and the organization. It also emphasizes that an organizational structure is needed that facilitates knowledge sharing, manages both explicit and tacit knowledge, aligns with organizational strategies, and fits the culture to lead to organizational learning. Technology can help enable knowledge management but is only one part of creating an effective system within an organization.
This document provides an overview of knowledge management. It defines key terms like data, information, and knowledge. It also describes the types of knowledge as explicit, tacit, and implicit. The document outlines the knowledge management process of generation, capture, transfer, and utilization. It discusses knowledge management strategies related to culture, content, process, and technology. Different types of knowledge management systems are defined, including expert systems, knowledge directories, data warehouses, workflow systems, and groupware. Finally, the document covers the reasons for practicing knowledge management and benefits of knowledge management systems.
This document discusses the role of organizational culture in knowledge management. It begins with definitions of knowledge management and discusses how it can benefit organizations by increasing efficiency, effectiveness, expertise and customer satisfaction. It then explains how knowledge in organizations can be either explicit or tacit. The document also discusses different frameworks for understanding organizational culture, such as the competing values framework, and how culture can impact a organization's approach to knowledge management, whether it takes a process-based approach that relies on formal systems or a practice-based approach that focuses on informal knowledge sharing. Finally, the document analyzes some case examples of knowledge management initiatives within a company and how cultural factors may have influenced their success or challenges.
The New-Normal of Talent & Knowledge Management – A Framework towards Virtual...Dr. Amarjeet Singh
Indian economy since the pre and post-independence period has witnessed a drastic transformation from an agrarian economy to a knowledge-based economy thus creating a knowledge-based workforce and organisations. With the change of time, the learning became more complex and necessity thus creating havoc and high-pace change in the character of the job in an organisation even creating a situation where artificial intelligence is replacing human intelligence.
Today’s employees are more competitive in terms of skills, pay-packages, and also work challenges. Amidst of all these changes, the present uncertainty and crisis hovering the entire world i.e .the Corona Virus pandemic which has forced almost all organizations to accept virtual learning and virtual knowledge sharing as a competitive edge and adapting virtual-cost-effective learning and communication system. It is prime time when the management of the organisation has to initiate a holistic approach towards virtual learning and knowledge sharing with a clear objective of up-skilling its workforce to new normals during and post-pandemic. The new normal norms will bring in new challenges of a new set of skills and competencies and operational processes to revive the broken economy and business setbacks.
This paper further concentrates and focuses on applying and improving virtual knowledge management practices in organisation. It also focuses on effective talent up-gradation and management systems which most important in the present scenario to have a ‘Fact-Based Communication' And 'Virtual Connectivity'.
Here, Descriptive Research is adopted for the study. Literature review of articles and research papers is analytically conducted to develop a significant process for crucial talent management systems that will aid in the up-skilling workforce through virtual mode to combat and resurgence the Post- COVID-19.
Knowledge management and business excellenceMutaz Ayed
The document discusses knowledge management and business intelligence. It covers several key topics:
- Knowledge has become a main resource for organizations, and leading companies invest heavily in knowledge management.
- Knowledge management systems aim to capture, share, develop and utilize organizational knowledge to achieve goals and gain competitive advantages.
- There is a difference between explicit knowledge that can be easily codified versus tacit knowledge gained from experience that is difficult to codify.
- Knowledge management is defined as the process of sharing, capturing, developing and effectively storing and using organizational knowledge to support goals through communication and learning.
This document discusses the foundations and solutions of knowledge management. It defines knowledge management solutions as specific approaches to discovering, capturing, sharing, and applying knowledge, which are supported by knowledge management processes and systems. Knowledge management foundations are broader organizational aspects that support knowledge management in the short and long term, including infrastructure, mechanisms, technologies, and processes. The document provides examples of knowledge management mechanisms, technologies, processes, and infrastructure components and how they interrelate and support knowledge management.
The document discusses the location and types of knowledge. It identifies five locations where knowledge can exist: individual, groups/communities, structural, organizational, and extra-organizational. Organizational knowledge resides within individuals, groups, and at the organizational level. The document also examines organizational memory and the different repositories where knowledge can be stored, including individuals, culture, transformations, structures, and external activities. Finally, it defines knowledge work and knowledge workers, and identifies the key characteristics and skill sets required of knowledge workers, such as communication skills, analytical skills, and the ability to locate, gather, analyze and organize information.
This document provides an overview of knowledge management from an organizational perspective. It discusses how effective knowledge management requires a knowledge-sharing culture built on trust between individuals, groups, and the organization. It also emphasizes that an organizational structure is needed that facilitates knowledge sharing, manages both explicit and tacit knowledge, aligns with organizational strategies, and fits the culture to lead to organizational learning. Technology can help enable knowledge management but is only one part of creating an effective system within an organization.
This document provides an overview of knowledge management. It defines key terms like data, information, and knowledge. It also describes the types of knowledge as explicit, tacit, and implicit. The document outlines the knowledge management process of generation, capture, transfer, and utilization. It discusses knowledge management strategies related to culture, content, process, and technology. Different types of knowledge management systems are defined, including expert systems, knowledge directories, data warehouses, workflow systems, and groupware. Finally, the document covers the reasons for practicing knowledge management and benefits of knowledge management systems.
This document discusses the role of organizational culture in knowledge management. It begins with definitions of knowledge management and discusses how it can benefit organizations by increasing efficiency, effectiveness, expertise and customer satisfaction. It then explains how knowledge in organizations can be either explicit or tacit. The document also discusses different frameworks for understanding organizational culture, such as the competing values framework, and how culture can impact a organization's approach to knowledge management, whether it takes a process-based approach that relies on formal systems or a practice-based approach that focuses on informal knowledge sharing. Finally, the document analyzes some case examples of knowledge management initiatives within a company and how cultural factors may have influenced their success or challenges.
The New-Normal of Talent & Knowledge Management – A Framework towards Virtual...Dr. Amarjeet Singh
Indian economy since the pre and post-independence period has witnessed a drastic transformation from an agrarian economy to a knowledge-based economy thus creating a knowledge-based workforce and organisations. With the change of time, the learning became more complex and necessity thus creating havoc and high-pace change in the character of the job in an organisation even creating a situation where artificial intelligence is replacing human intelligence.
Today’s employees are more competitive in terms of skills, pay-packages, and also work challenges. Amidst of all these changes, the present uncertainty and crisis hovering the entire world i.e .the Corona Virus pandemic which has forced almost all organizations to accept virtual learning and virtual knowledge sharing as a competitive edge and adapting virtual-cost-effective learning and communication system. It is prime time when the management of the organisation has to initiate a holistic approach towards virtual learning and knowledge sharing with a clear objective of up-skilling its workforce to new normals during and post-pandemic. The new normal norms will bring in new challenges of a new set of skills and competencies and operational processes to revive the broken economy and business setbacks.
This paper further concentrates and focuses on applying and improving virtual knowledge management practices in organisation. It also focuses on effective talent up-gradation and management systems which most important in the present scenario to have a ‘Fact-Based Communication' And 'Virtual Connectivity'.
Here, Descriptive Research is adopted for the study. Literature review of articles and research papers is analytically conducted to develop a significant process for crucial talent management systems that will aid in the up-skilling workforce through virtual mode to combat and resurgence the Post- COVID-19.
Knowledge management and business excellenceMutaz Ayed
The document discusses knowledge management and business intelligence. It covers several key topics:
- Knowledge has become a main resource for organizations, and leading companies invest heavily in knowledge management.
- Knowledge management systems aim to capture, share, develop and utilize organizational knowledge to achieve goals and gain competitive advantages.
- There is a difference between explicit knowledge that can be easily codified versus tacit knowledge gained from experience that is difficult to codify.
- Knowledge management is defined as the process of sharing, capturing, developing and effectively storing and using organizational knowledge to support goals through communication and learning.
Introduction
Why knowledge and knowledge management
What is KM
Knowledge Evolution Process
Types of Knowledge
KM Approaches – Overview
Knowledge Creation Model
Role of hr in knowledge management final pptTanuj Poddar
This document discusses the role of HR in knowledge management. It defines knowledge and knowledge management, and outlines the knowledge management processes. It discusses how HR can facilitate knowledge sharing through practices like job rotations, training, knowledge communities, and aligning incentives. The document argues that HR should drive a culture of collaboration and knowledge sharing through communication, workshops, and making knowledge management part of company training modules. HR is positioned as a key facilitator for institutionalizing knowledge management.
The document provides an introduction to a study exploring the contribution of human resource management to knowledge management at Zimbabwe National Water Authority (ZINWA). It discusses the background and importance of knowledge management. It establishes the research problem, objectives, and questions. The significance of the study is outlined for the organization, researcher, and human resource practitioners. Limitations and key terms are defined.
Management is what managers do. The document discusses the importance of knowledge management in modern organizations. It defines knowledge management as processes to generate, capture, codify and transfer knowledge across an organization to achieve competitive advantage. Key benefits include facilitating decision-making, building learning organizations, and stimulating cultural change and innovation. Successful knowledge management requires participation from employees, appropriate technology solutions, and standardized processes for knowledge contribution and retrieval. It also outlines six key knowledge assets in an organization.
This document proposes five guidelines for implementing knowledge management in higher education. The guidelines are: 1) Develop organizational knowledge by converting tacit knowledge into explicit knowledge. 2) Conduct a gap analysis to identify variances between requirements and capabilities. 3) Develop a knowledge management culture that rewards knowledge sharing. 4) Develop knowledge management leadership throughout the organization. 5) Implement an efficient knowledge management model, such as a batch model, to organize information.
Knowledge management systems in electronic business ahmed adelAhmed Adel
This document discusses knowledge management systems in electronic business and management. It begins with an introduction that defines knowledge management and explains why organizations need knowledge management. It then outlines the key components of a knowledge management process and some of the biggest challenges to managing knowledge in organizations. The document also discusses how knowledge management relates to e-business development and provides a real-world example of knowledge management. It concludes that developing e-business systems based on knowledge management processes can help organizations more effectively achieve their goals through the use of information technology.
Origins and domain of Knowledge Management
Technological development
Characteristics of knowledge
Knowledge Management as a Management Tool
Critical elements of Knowledge Management strategy
Tactic Knowledge Management
Knowledge Management and Process Performance
Outsourcing Concept
This document discusses strategic knowledge management. It explains that strategic knowledge management involves developing, implementing, and maintaining an effective organizational knowledge management system. It requires attention to five areas: planning, people, processes, products, and performance. The document also outlines phases of knowledge development including sourcing, abstraction, conversion, diffusion, and refinement. It describes how knowledge management infrastructure, knowledge workers, knowledge objects, and intellectual property play roles in strategic knowledge management.
The document discusses the role of human resources and training teams in institutionalizing knowledge management in organizations. It defines knowledge management as capturing, distributing, and using knowledge effectively. The central theme is leveraging existing knowledge resources so people reuse best practices rather than reinventing processes. HR can help by focusing on collaborative teams, corporate education, developing a knowledge sharing culture, and making knowledge management part of training programs.
Critical Review of Success Factors of Knowledge Management System (KMS) on Co...ijsrd.com
This research paper is based on extensive research work on success factors and framework of knowledge management in competency building of business organization. In this research paper the researcher analyzed the success factors, which are enablers towards decision making process and explore the knowledge management in every phases of the organizational decision making process. The researcher is also tried to optimize the decision making capabilities in competency building on decision making platform towards business optimization. This paper is also emphasized the success factors which directly affected to decision making capabilities in competency building of business organization.
This presentation is about the Knowledge Management, which started gaining transactions in late 1990's in various fields like Management, Knowledge Analysis of a firm etc. This field of management involved the giants of the business industries like Dow Chemical company, Xerox, Toyota, BBC etc, to name a few, in its infancy stage.
As more experienced personnel retire, organizations risk losing valuable expertise and knowledge. This document discusses methods for capturing and managing human capital knowledge before it departs through retirement or other means. It emphasizes the importance of knowledge management strategies like creating knowledge maps and databases, implementing mentorship programs, and fostering a culture of knowledge sharing. Effective human capital management is critical for organizations to transfer human capital into corporate capital and ensure business continuity.
S.C. Kumaresan's Ph.D. dissertation examines the relationships between organizational culture, knowledge management, and libraries in higher education institutions in Qatar. Kumaresan administered the Organizational Culture Assessment Instrument and Knowledge Management Assessment Instrument to study how organizational culture types are related to knowledge management success. The dissertation aims to identify the cultural profiles of libraries in Qatar and determine which culture(s) are most conducive for knowledge management.
This document provides an overview of knowledge management concepts and strategies. It discusses why knowledge management is important given accelerating changes in technology and information. It defines knowledge management from an enterprise perspective and outlines key enablers like leadership, communities of practice, best practices databases, and rewards/recognition systems. The document presents frameworks for knowledge management processes and capabilities. It also outlines stages of implementing knowledge management from developing interest to full integration. Overall, the document aims to introduce concepts and provide guidance around developing an effective knowledge management system within an organization.
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 is more than power , its a game changer and it is the means of sustainable progression and development... Its a quick glance and short introduction of knowledge and knowledge management.
The document discusses barriers to organizational improvement in the public sector, including knowledge management (KM). It provides definitions of explicit and tacit knowledge. It then discusses how KM has been applied across the Canadian public sector, with many departments and agencies trying KM but with limited long-term success due to factors like political drivers, mobility of managers, myths, costs, and lack of focus. Lessons learned from applying KM are also discussed.
Push Pull KMS - Knowledge Management SystemsEPPIC Inc.
This document discusses a presentation on performance-based knowledge management systems (KMS) using a push-pull approach. The presentation will describe how instructional systems design (ISD) methods are used to populate a KMS with knowledge products that are pushed to high-impact processes and audiences or stored for users to pull. It will also outline a four-stage implementation plan and business case for a performance-based KMS.
Knowledge Management System & TechnologyElijah Ezendu
Knowledge management systems (KMS) aim to support knowledge generation, codification, and transfer in organizations. Various technologies can provide value-adding capabilities to boost and entrench knowledge management, including information technology, communication technology, and media technology. While information technology alone is not knowledge management, different technologies can fulfill deliverables that support knowledge management processes within an organization. Properly identifying an organization's required and applicable knowledge management activities facilitates effective mapping of knowledge management processes, which then determines a fitting knowledge management system.
The document discusses different approaches to positioning knowledge management (KM) within an organization. It examines KM placement by function, finding that common placements include under information technology, information management, science and technology, human resources, finance, and corporate services, but each has strengths and weaknesses. The document also analyzes KM hierarchical positioning as high (reporting directly to executives), medium (one layer below executives), and low (two or more layers below), noting global companies favor high-medium and governments favor low. In conclusion, the optimal KM positioning depends on an organization's specific context and priorities, though a Chief Knowledge Officer role can help bridge strategic and operational concerns.
What Are The Objectives Of Knowledge Management?
The Concept Of Knowledge Management
Essay about Knowledge Management
What Is Knowledge Management Essay
Knowledge Management
Knowledge Management
Knowledge Management And Business Intelligence
Advantages Of Knowledge Management
Ibms Knowledge Management Proposal Essay
What is Knowledge Management? Essay examples
Knowledge Management Essay
Knowledge Management Essay
Knowledge Management Essay
Knowledge Managment at Google Inc Essay
Google s Knowledge Management Strategy Essay
Assignment
Thesis On Knowledge Management
This document provides an introduction to knowledge management (KM) in theory and practice. It discusses KM from multiple perspectives, including:
1. As a business activity that treats knowledge as an explicit concern, reflected in strategy and practice.
2. As a collaborative approach to creating, capturing, organizing, accessing, and using an enterprise's intellectual assets.
3. As drawing upon diverse fields like organizational science, cognitive science, and information technologies to manage both explicit and tacit knowledge.
The document outlines the multidisciplinary nature of KM and identifies key attributes like generating, accessing, using, and measuring knowledge. It also discusses drivers of KM, intellectual capital, and challenges in content management,
Introduction
Why knowledge and knowledge management
What is KM
Knowledge Evolution Process
Types of Knowledge
KM Approaches – Overview
Knowledge Creation Model
Role of hr in knowledge management final pptTanuj Poddar
This document discusses the role of HR in knowledge management. It defines knowledge and knowledge management, and outlines the knowledge management processes. It discusses how HR can facilitate knowledge sharing through practices like job rotations, training, knowledge communities, and aligning incentives. The document argues that HR should drive a culture of collaboration and knowledge sharing through communication, workshops, and making knowledge management part of company training modules. HR is positioned as a key facilitator for institutionalizing knowledge management.
The document provides an introduction to a study exploring the contribution of human resource management to knowledge management at Zimbabwe National Water Authority (ZINWA). It discusses the background and importance of knowledge management. It establishes the research problem, objectives, and questions. The significance of the study is outlined for the organization, researcher, and human resource practitioners. Limitations and key terms are defined.
Management is what managers do. The document discusses the importance of knowledge management in modern organizations. It defines knowledge management as processes to generate, capture, codify and transfer knowledge across an organization to achieve competitive advantage. Key benefits include facilitating decision-making, building learning organizations, and stimulating cultural change and innovation. Successful knowledge management requires participation from employees, appropriate technology solutions, and standardized processes for knowledge contribution and retrieval. It also outlines six key knowledge assets in an organization.
This document proposes five guidelines for implementing knowledge management in higher education. The guidelines are: 1) Develop organizational knowledge by converting tacit knowledge into explicit knowledge. 2) Conduct a gap analysis to identify variances between requirements and capabilities. 3) Develop a knowledge management culture that rewards knowledge sharing. 4) Develop knowledge management leadership throughout the organization. 5) Implement an efficient knowledge management model, such as a batch model, to organize information.
Knowledge management systems in electronic business ahmed adelAhmed Adel
This document discusses knowledge management systems in electronic business and management. It begins with an introduction that defines knowledge management and explains why organizations need knowledge management. It then outlines the key components of a knowledge management process and some of the biggest challenges to managing knowledge in organizations. The document also discusses how knowledge management relates to e-business development and provides a real-world example of knowledge management. It concludes that developing e-business systems based on knowledge management processes can help organizations more effectively achieve their goals through the use of information technology.
Origins and domain of Knowledge Management
Technological development
Characteristics of knowledge
Knowledge Management as a Management Tool
Critical elements of Knowledge Management strategy
Tactic Knowledge Management
Knowledge Management and Process Performance
Outsourcing Concept
This document discusses strategic knowledge management. It explains that strategic knowledge management involves developing, implementing, and maintaining an effective organizational knowledge management system. It requires attention to five areas: planning, people, processes, products, and performance. The document also outlines phases of knowledge development including sourcing, abstraction, conversion, diffusion, and refinement. It describes how knowledge management infrastructure, knowledge workers, knowledge objects, and intellectual property play roles in strategic knowledge management.
The document discusses the role of human resources and training teams in institutionalizing knowledge management in organizations. It defines knowledge management as capturing, distributing, and using knowledge effectively. The central theme is leveraging existing knowledge resources so people reuse best practices rather than reinventing processes. HR can help by focusing on collaborative teams, corporate education, developing a knowledge sharing culture, and making knowledge management part of training programs.
Critical Review of Success Factors of Knowledge Management System (KMS) on Co...ijsrd.com
This research paper is based on extensive research work on success factors and framework of knowledge management in competency building of business organization. In this research paper the researcher analyzed the success factors, which are enablers towards decision making process and explore the knowledge management in every phases of the organizational decision making process. The researcher is also tried to optimize the decision making capabilities in competency building on decision making platform towards business optimization. This paper is also emphasized the success factors which directly affected to decision making capabilities in competency building of business organization.
This presentation is about the Knowledge Management, which started gaining transactions in late 1990's in various fields like Management, Knowledge Analysis of a firm etc. This field of management involved the giants of the business industries like Dow Chemical company, Xerox, Toyota, BBC etc, to name a few, in its infancy stage.
As more experienced personnel retire, organizations risk losing valuable expertise and knowledge. This document discusses methods for capturing and managing human capital knowledge before it departs through retirement or other means. It emphasizes the importance of knowledge management strategies like creating knowledge maps and databases, implementing mentorship programs, and fostering a culture of knowledge sharing. Effective human capital management is critical for organizations to transfer human capital into corporate capital and ensure business continuity.
S.C. Kumaresan's Ph.D. dissertation examines the relationships between organizational culture, knowledge management, and libraries in higher education institutions in Qatar. Kumaresan administered the Organizational Culture Assessment Instrument and Knowledge Management Assessment Instrument to study how organizational culture types are related to knowledge management success. The dissertation aims to identify the cultural profiles of libraries in Qatar and determine which culture(s) are most conducive for knowledge management.
This document provides an overview of knowledge management concepts and strategies. It discusses why knowledge management is important given accelerating changes in technology and information. It defines knowledge management from an enterprise perspective and outlines key enablers like leadership, communities of practice, best practices databases, and rewards/recognition systems. The document presents frameworks for knowledge management processes and capabilities. It also outlines stages of implementing knowledge management from developing interest to full integration. Overall, the document aims to introduce concepts and provide guidance around developing an effective knowledge management system within an organization.
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 is more than power , its a game changer and it is the means of sustainable progression and development... Its a quick glance and short introduction of knowledge and knowledge management.
The document discusses barriers to organizational improvement in the public sector, including knowledge management (KM). It provides definitions of explicit and tacit knowledge. It then discusses how KM has been applied across the Canadian public sector, with many departments and agencies trying KM but with limited long-term success due to factors like political drivers, mobility of managers, myths, costs, and lack of focus. Lessons learned from applying KM are also discussed.
Push Pull KMS - Knowledge Management SystemsEPPIC Inc.
This document discusses a presentation on performance-based knowledge management systems (KMS) using a push-pull approach. The presentation will describe how instructional systems design (ISD) methods are used to populate a KMS with knowledge products that are pushed to high-impact processes and audiences or stored for users to pull. It will also outline a four-stage implementation plan and business case for a performance-based KMS.
Knowledge Management System & TechnologyElijah Ezendu
Knowledge management systems (KMS) aim to support knowledge generation, codification, and transfer in organizations. Various technologies can provide value-adding capabilities to boost and entrench knowledge management, including information technology, communication technology, and media technology. While information technology alone is not knowledge management, different technologies can fulfill deliverables that support knowledge management processes within an organization. Properly identifying an organization's required and applicable knowledge management activities facilitates effective mapping of knowledge management processes, which then determines a fitting knowledge management system.
The document discusses different approaches to positioning knowledge management (KM) within an organization. It examines KM placement by function, finding that common placements include under information technology, information management, science and technology, human resources, finance, and corporate services, but each has strengths and weaknesses. The document also analyzes KM hierarchical positioning as high (reporting directly to executives), medium (one layer below executives), and low (two or more layers below), noting global companies favor high-medium and governments favor low. In conclusion, the optimal KM positioning depends on an organization's specific context and priorities, though a Chief Knowledge Officer role can help bridge strategic and operational concerns.
What Are The Objectives Of Knowledge Management?
The Concept Of Knowledge Management
Essay about Knowledge Management
What Is Knowledge Management Essay
Knowledge Management
Knowledge Management
Knowledge Management And Business Intelligence
Advantages Of Knowledge Management
Ibms Knowledge Management Proposal Essay
What is Knowledge Management? Essay examples
Knowledge Management Essay
Knowledge Management Essay
Knowledge Management Essay
Knowledge Managment at Google Inc Essay
Google s Knowledge Management Strategy Essay
Assignment
Thesis On Knowledge Management
This document provides an introduction to knowledge management (KM) in theory and practice. It discusses KM from multiple perspectives, including:
1. As a business activity that treats knowledge as an explicit concern, reflected in strategy and practice.
2. As a collaborative approach to creating, capturing, organizing, accessing, and using an enterprise's intellectual assets.
3. As drawing upon diverse fields like organizational science, cognitive science, and information technologies to manage both explicit and tacit knowledge.
The document outlines the multidisciplinary nature of KM and identifies key attributes like generating, accessing, using, and measuring knowledge. It also discusses drivers of KM, intellectual capital, and challenges in content management,
This document provides an introduction to knowledge management (KM) in theory and practice. It discusses KM from multiple perspectives, including:
1. As a business activity that treats knowledge as an explicit concern, reflected in strategy and practice.
2. As a collaborative approach to creating, capturing, organizing, accessing, and using an enterprise's intellectual assets.
3. As drawing upon diverse fields like organizational science, cognitive science, and information technologies to manage both explicit and tacit knowledge.
The document outlines the multidisciplinary nature of KM and identifies key attributes like generating, accessing, using, and measuring knowledge. It also discusses drivers of KM, intellectual capital, and challenges in content management,
The document summarizes several frameworks for knowledge management strategies proposed by different researchers. Hansen identified two main strategies - codification and personalization. Earl then proposed seven schools of knowledge management that fall under technocratic, economic, and behavioral categories. Alvesson and Karreman described four knowledge management orientations based on modes of interaction and managerial intervention. The document analyzes each framework in detail.
Employee retention in an organization through knowledge networkingIAEME Publication
This document discusses employee retention through knowledge networking. It proposes that organizations can retain employees and reduce attrition by developing knowledge sharing networks. Such networks involve communities of people and knowledge that facilitate communication and knowledge transfer. When organizations implement transformational HR practices focused on talent management, trust, and personal/professional development through knowledge networking, it benefits both the organization and employees. The document provides an overview of knowledge, communities, knowledge networking, and the organizational processes involved in retention through knowledge sharing networks.
Knowledge mapping process in large organizationAlwi Yunus
This document discusses knowledge mapping processes in large organizations. It begins by defining tacit and explicit knowledge and explaining the need for organizations to map their knowledge assets. It then discusses the knowledge mapping process, which involves identifying organizational objectives and knowledge flows, establishing subject matter experts, and capturing knowledge to develop knowledge management programs. The goal of knowledge mapping is to identify an organization's knowledge, support knowledge sharing, and assign responsibilities for maintaining different types of knowledge. This helps organizations effectively transfer and apply knowledge across business processes.
The document provides an overview of a knowledge management syllabus. It outlines 5 units that will be covered: introduction to KM and tools/technologies; social aspects of knowledge and application; KM strategy and metrics; KM tools; and roles/responsibilities in KM. It also includes a lesson on the introduction to KM, discussing its history and evolution driven by advances in technology. Knowledge is defined as information combined with experience, and KM aims to leverage collective knowledge as a strategic asset.
The document provides an overview of a syllabus for a course on knowledge management. The syllabus covers 5 units: (1) introduction to KM and its importance; (2) tools, technologies, and knowledge conversion; (3) social aspects of knowledge; (4) KM strategy and metrics; (5) roles in KM and future trends. It also includes an introductory lesson that defines knowledge and its types, knowledge management, and KM principles. The goal is to help students understand how to capture and apply knowledge as a competitive advantage for businesses.
Knowledge management is the process of systematically gathering, organizing, sharing, and analyzing an organization's knowledge resources, which can include documents, people's skills and expertise. The goal is to improve performance, create competitive advantage, and drive innovation. Knowledge management programs are tied to organizational objectives and aim to achieve specific outcomes through shared intelligence and improved performance. Knowledge is hierarchical with data becoming information, information becoming knowledge, and knowledge becoming wisdom. Key aspects of knowledge management include people, technology, and organizational design to facilitate knowledge sharing and growth.
This document discusses HR environments and strategic human resource management (SHRM). It provides context about how HR links executives and employees to create an innovative environment. HR management focuses on integration, training, assessment, and career development. The external environment like technology, culture, and policies influence HR, while the internal environment includes objectives, policies, and other organizational functions. SHRM aligns business and HR strategies to achieve organizational goals by ensuring employees have the skills needed for competitive advantage. SHRM evolved as human capital became a source of competitive advantage, especially in knowledge industries.
This document provides a framework for developing a knowledge management strategy system. It defines knowledge management and discusses the importance of both explicit and tacit knowledge. It also outlines key elements of an effective knowledge management system strategy, including assessing the current culture and systems, setting goals for improvement, and establishing processes and technologies to help achieve those goals. The strategy cycle involves setting goals, implementing measures, initiating change processes, and conducting periodic reviews.
The document discusses the role of human resource management (HRM) in developing knowledge management systems within organizations. It outlines seven key responsibilities for HRM: 1) defining the purpose of knowledge management, 2) ensuring alignment with organizational values, 3) developing employee skills and careers, 4) integrating knowledge sharing into daily work, 5) encouraging knowledge-sharing behaviors, 6) managing technology use, and 7) championing low-tech knowledge sharing solutions. Effective HRM is needed to transform companies into learning organizations with sharing and collaborative cultures.
This document provides an overview of knowledge management. It discusses how knowledge management is a cross-disciplinary domain that involves managing an organization's knowledge through systematic sharing and creation of knowledge. The general knowledge model outlines the key processes of knowledge creation, retention, transfer, and utilization. Knowledge management techniques help organizations explicate tacit knowledge and share it to gain competitive advantages.
This document discusses human resource management models and how they relate to knowledge management and corporate social responsibility. It analyzes several HRM models that show the relationship between HRM practices, factors influencing practice choice, and organizational outcomes. Models differ in their unitary or pluralistic approaches. The document also discusses the importance of knowledge and knowledge management in organizations. It provides definitions of knowledge management and explains how KM relates to people management and improving organizational effectiveness through acquiring, exchanging, and disseminating knowledge.
This document summarizes knowledge sharing of human resource innovations across multinational corporations. It discusses how knowledge management and organizational learning can support sharing innovative HR practices globally. It provides background on the relationship between intellectual, social, organizational, and human capital and creating and sharing HR knowledge. Regional differences that impact knowledge sharing are explored. The document analyzes two case studies of IBM and Shell, finding that IBM emphasizes local autonomy and training to facilitate knowledge sharing, while Shell takes a more centralized approach to developing global HR practices.
The document discusses the evolution of human resource management from an administrative function to a strategic partner. It outlines the key roles of strategic HRM in attracting, motivating and retaining talent, and aligning HR strategies with organizational strategies. Some of the barriers to strategic HRM include a short-term focus and the difficulty in quantifying HR outcomes. The document also provides frameworks for the components and critical competencies of strategic HRM.
The document discusses knowledge management in the Canadian public sector. It provides an overview of how KM has been applied across departments, lessons learned, and the future direction of KM. Key areas discussed include tacit vs explicit knowledge, expertise research, and the importance of collaboration, culture, and technology in enabling knowledge sharing and organizational learning.
1. Revista Informatica Economică, nr. 4(48)/2008
54
Human Resources Management in the Knowledge Management
Iulia CHIVU, Dan POPESCU
Faculty of Management, Academy of Economic Studies, Bucharest, România
iuliac@ase.ro, danpv@ase.ro
Knowledge is increasingly claimed to be a key critical resource and source of competitive advantage in the modern global economy, especially with the rise of the service economy, the growth in the number of ‘knowledge workers’, the increasingly rapid flow of global
information, and the growing recognition of the importance of intellectual capital and intellectual property rights. Knowledge, with its intangible aspects, is becoming a defining characteristic of economic activities, as opposed to tangibles such as goods, services or production processes. The rise of the knowledge economy has seen a proliferation of information
and communication technologies, coupled with greater organizational complexity, the growth
of virtual and global organizations and rapid change. This in turn requires drastic change
within HRM to respond to changing demands of the knowledge economy.
Keywords: human resources management, knowledge management, knowledge economy.
1
Human
Resources
Management
(HRM) and the links to Knowledge
Management (KM)
In an era where competitive advantage is
perceived to be linked to knowledge, considerable interest in knowledge management
continues to be the trend. Given the broad
scope and interdisciplinary nature of KM,
this interest spans traditional functional and
professional boundaries ranging from IT professionals, to accountants, marketers, organizational development and change management professionals. A notable common feature of this widely divergent activity is an
emphasis upon knowledge work, knowledge
workers and the nature of knowledge within
organizations.
While it can be argued that there is a reasonable consensus on the nature and scope of
HRM, its components and principles, this is
not the case where KM is concerned. Accordingly, before one can undertake an analysis
of the relationship between the two areas, it
is necessary to state as clearly as possible
what is understood by KM. Much of the literature of KM continues to reflect a technocentric focus, similar to that of information
management, which in essence regards
knowledge as an entity that can be captured,
manipulated and leveraged. This is a limited
and ultimately hazardous perception. Critical
to any realistic understanding of knowledge
and its incorporation into the management of
organizations, is awareness of a range of
views on the concept, which includes perceptions of knowledge as an entity (akin to information), as a resource, as a capacity and
as a process. For present purposes, it is important that knowledge is viewed as a social
creation emerging at the interface between
people and information and especially within
communities engaged in communication,
knowledge creation, and knowledge sharing
and learning. From an operational perspective, KM can be described as the systematic
processes by which an organization identifies, creates, captures, acquires, shares and
leverages knowledge.
In terms of the HRM function, the rise of the
so-called knowledge economy has had a major impact, with a considerable shift from
HRM as a bureaucratic ‘personnel management’ operation to the development of discrete HRM functions over the past few decades. This has been accompanied by the integration of these functions to support competitive advantage and a more strategic thrust.
Having said this, a considerable number of
experts in the area warn that HRM faces extinction if it does not respond to changes
brought about by the shift from a traditional
to a knowledge based economy (Stewart,
1997; Ulrich, 1997, 1999; Saint-Onge, 2001;
Lengnick-Hall & Lengnick-Hall, 2003). Un-
2. Revista Informatica Economică, nr. 4(48)/2008
able to add value under these conditions, the
HRM function is perceived to be under extreme threat (Stewart, 1997; Stone, 2002). It
has been suggested that one way for HRM to
reinvent itself is through its contribution to
effective linkages between human capital
management and knowledge management
within organizations (Saint-Onge, 2001;
Chatzkel, 2002; Gloet, 2004).
The rapid growth of technology has led to an
economy where competitive advantage is increasingly based on the successful application
of
knowledge
(Lengnick-Hall
&Lengnick-Hall, 2003). Traditional HRM
functioned under narrow operational boundaries; in the knowledge economy the role of
HRM needs to expand, looking both within
and outside the organization. The traditional
focus on managing people has been broadened to managing organizational capabilities, managing relationships and managing
learning and knowledge (Ulrich, 1997; SaintOnge, 2001; Coates, 2001; Lengnick-Hall &
Lengnick-Hall, 2003). The emphasis on discrete HRM practices is also broadening to a
focus on developing themes and creating environments conducive to learning, as well as
to the acquisition, sharing and dissemination
of knowledge within organizations. A revitalization of the HRM function to respond to
the demands of the knowledge economy and
to develop linkages with KM requires major
changes across four key areas: Roles, Responsibilities, Strategic Focus and Learning
Focus.
2. The role of HRM in the KM
As the discipline, knowledge management
promotes an integrated approach to identifying, capturing, retrieving, sharing, and evaluating an enterprise’s information assets.
These information assets may include databases, documents, policies, and procedures as
well as tacit expertise and experience resident in individual workers. The resourcebased view of the firm suggests that organisations will need to be able combine distinctive, sustainable and superior assets, including sources of knowledge and information,
with complementary competencies in leader-
55
ship and human resource management and
development to fully realize the value of their
knowledge. Issues for HRM include how organizations should be structured to promote
knowledge creation and mobilization, and
how to develop a culture and set of HRM
policies and practices that harness knowledge
and leverage it to meet strategic objectives.
There are several roles that can be played by
HR in developing knowledge management
system. Lengnick-Hall & Lengnick-Hall
(2003) take the view that in the knowledge
economy, organizations will need HRM that
is characterized by a new set of roles that can
assist in generating and sustaining organizational capabilities. These new HRM roles are
those of human capital steward, knowledge
facilitator, relationship builder, and rapid
deployment specialist. KM has the capacity
to significantly broaden the role of the HRM
professional:
HRM helps the organization to articulate
the purpose of the knowledge management
system. Investing in a knowledge management initiative without a clear sense of purpose is like investing in an expensive camera
that has far more capabilities than you need
to take good pictures of family and friends.
Too often, organizations embrace technologies to solve problems before they've even
identified the problems they are trying to
solve. Then, once they realize the error, they
find it difficult to abandon the original solution and difficult to gather the resources
needed to invest in a solution to the real
problem. Effectively framing the knowledge
management issue, before deciding on a
course of action, is a crucial prerequisite for
success.
HRM is a knowledge facilitator. HRM
must ensure alignment among an organization's mission, statement of ethics, and policies: These should all be directed toward
creating an environment of sharing and using
knowledge with full understanding of the
competitive consequences. Furthermore,
HRM must nourish a culture that embraces
getting the right information to the right
people at the right time.
HRM is an experience creator. HRM
3. 56
should also create the "ultimate employee
experience." That is, by transforming tacit
knowledge into explicit knowledge through
education, organizations must build employee skills, competencies, and careers,
creating "bench strength." This combines the
traditional training and development responsibilities of HRM with the new responsibilities of human capital steward: using all of the
organization's resources to create strategic
capability. Organization’s new staff orientation, which emphasizes the firm's mission,
values, and history, is an example of this
process of making tacit knowledge more visible.
HRM is a knowledge sharing. HRM must
integrate effective knowledge sharing and
usage into daily life. That is, knowledge sharing must be expected, recognized, and rewarded. For many individuals and organizations, this reverses the conventional relationship between knowledge and power. Often,
the common pattern was to hoard knowledge
because it made the individual more valuable
and more difficult to replace. Effective
knowledge management requires this trend to
be overturned and requires those with information to become teachers and mentors who
ensure that others in the firm know what they
know. Teaching must become part of everyone's job. Clearly, for such a cultural shift to
take place, HRM must overhaul selection,
appraisal, and compensation practices. Human resource management has the capabilities for creating, measuring, and reinforcing a
knowledge-sharing expectation.
HRM must champion the low-tech solutions to knowledge management. Although
it should not ignore the high-tech knowledge
management tools, HRM contains the expertise to develop low-tech knowledge management strategies. The knowledge facilitator
role cannot be easily slotted into traditional
HRM functions, such as training and development or compensation. The knowledge facilitator role is much broader and requires
creative integration across traditional HRM
activities. It entails both rethinking old ways
of managing the workplace as well as using
innovative approaches outside the box of tra-
Revista Informatica Economică, nr. 4(48)/2008
ditional HRM. Most important, becoming an
effective knowledge facilitator requires conceptualizing HRM as a vehicle for creating
capabilities and capitalizing on the human
factor to create a community of knowledge
workers.
3. The growing importance of KM and its
implications for HRM
Implications of KM for HR Development.
As KM involves recognizing, documenting
and distributing knowledge to improve organizational performance, it is of particular significance to HRD in training needs analysis
and the planning of training to improve performance and deliver strategic results. KM
challenges HR over intellectual property,
professional identity and unit boundaries;
KM perspectives move HRD’s goal away
from developing individual capacity to creating, nurturing and renewing organizational
resources and interactions. Instead of devising training courses, HRD practitioners may
need to identify organized elements that
learners can reference as needed, depending
on the particular challenges faced.
Implication of KM for HRM sustainability. In today’s economy, where so much importance is attributed to the search for sustainable resources and institutions, knowledge-based theory underpins much of the
strategic thinking in organizations. In the
knowledge-based view, this organizational
knowledge is acknowledged as the most valuable organizational asset and the ability to
manage knowledge strategically as the most
significant source of competitive advantage
(Barnes, 2002). Knowledge is both the key
resource and a basis for sustainability, but
knowledge and associated knowledge management practices must also be sustainable.
In the wider search for sustainability, issues
of context, of culture and appropriateness are
of paramount importance. In the realm of
context, the focus should be on community
as well as on process. In this way, knowledge
management can enhance the potential for
knowledgeable practices that are “envisioned, pursued and disseminated, with other
actors encountering these new practices and
4. Revista Informatica Economică, nr. 4(48)/2008
learning from them to develop their own local knowledge” (Cushman et al, 2002).
Implications of KM for the role of HRM in
promoting Innovation and Creativity.
Knowledge itself is not of any value to an organization unless these contextual aspects are
clearly understood. Much of the knowledge,
both tacit and explicit remains largely untapped in most organizations; without a thorough understanding of context, it will not be
possible for HRM or KM to support the development of management and leadership
capabilities to support innovation and creativity. Much work in HRM has focused on
identifying facilitators and inhibitors of innovation, such as people (e.g. effective leadership behaviors associated with particular innovation phases), structure (e.g. the impact of
centralization, formalization, complexity,
stratification, lateral communications, matrix
structures, requisite variety, double-loop
learning) and organizational size or resource
availability. Other approaches have found
that strategic type, organizational climate and
culture, and organizational environment are
also important facilitators or inhibitors of innovation. For example, Taylor et al (2000)
using a large-scale survey have shown that
the significance of inter-firm networking for
innovation differs markedly between industry
sectors, and that high innovating organizations often seek long-term, secure relationships with employees. Organizations also
seem to adopt very different strategies towards staff directly involved in innovation as
compared with staff in general, with less use
of flexible employment policies for this
group. An alternative is to see innovation as
more dynamic and fluid, allowing for groups,
individuals and collaborative partners to differ in their perceptions and interpretations of
events.
4. Knowledge creation, learning and renewal
In developing a general framework for understanding KM, we refer to perhaps the
most influential framework for knowledge
creation developed by Nonaka and Takeuchi
(1995) in their studies of knowledge creation
57
and use in Japanese companies. Nonaka and
Takeuchi (1995, p.8) distinguish between
two types of knowledge, explicit and tacit
(Figure 1). Tacit knowledge is basically experiential, whilst explicit knowledge is expressed, and often seen as transferable in one
way or another; it includes cognitive and
technical elements. Cognitive elements operate through mental models, working
worldviews that develop through the creation
and manipulation of mental analogies. Mental models (like schemata, paradigms, perspectives, beliefs and viewpoints), according
to Nonaka and Takeuchi, help individuals
perceive and define their world. The technical element of tacit knowledge includes concrete know-how, crafts, and skills. Explicit
knowledge is about past events or objects
“there and then”, and is seen to be created
sequentially by “digital” activity that is
theory progressive. An alternative perspective on the distinction between explicit and
tacit knowledge, to be developed later in this
paper, is also presented in Table 1. One difference is that the top row appears to be positivist in its orientation through its adherence
to objectivity, whilst the bottom row is critical in nature.
Nonaka and Takeuchi (1995, p.8) offer a
SECI model of knowledge creation illustrated in figure 1. At its core are conversion
processes between tacit and explicit knowledge that result in a cycle of knowledge creation. Conversion involves four processes:
socialization, externalization, combination,
and internalization, all of which convert between tacit and/or explicit knowledge. Socialization is the process by which synthesized
knowledge is created through the sharing of
experiences between people as they develop
shared mental models and technical skills.
Since it is fundamentally experiential, it connects people through their tacit knowledges.
Externalisation comes next, as tacit knowledge is made explicit. Here, the creation of
conceptual knowledge occurs through knowledge articulation in a communication
process that uses language in dialogue and
collective reflection. The use of expressions
of communication is often inadequate, incon-
5. Revista Informatica Economică, nr. 4(48)/2008
58
sistent, or insufficient. They leave gaps between images and expression, while promoting reflection and interaction. This therefore
triggers dialogue. The next process is combination, where explicit knowledge is transformed through its integration by adding,
combining and categorizing knowledge. This
integration of knowledge is also seen as a
systemizing process. Finally, in the next
process explicit knowledge is made tacit by
its internalization. This is a learning process,
which occurs through the behavioral development of operational knowledge. It uses explicit knowledge, like manuals or story telling,
where
appropriate.
Table 1. Typology of knowledge (Nonaka and Takeuchi, 1995)
Expression of
knowledge type
Nonaka and
Takeuchi
Alternative
Explicit Knowledge
Tacit Knowledge
Subjective
Objective
Experiential (body)
Rationality (mind)
Simultaneous (here and now)
Sequential (there and then)
Practice retated (analogue)
Drawn from theory (digital)
Personal, context specific, hard to formalise and
Codified, formalty transmittable in syscommunicate.
tematic language.
Cognitive (mental models), technical (concrete knowRelates to past
how), vision of the future, mobilisation process
Formal and transferable, deriving in Informal, determined through contextual experience.
part from context related information It will be unique to the viewer having the experience.
established into definable patterns.
Not transferable, except through recreating the expeThe context is therefore part of the pat- riences that engendered the knowledge for others, and
terns.
then the knowledge gained will be different.
Fig.1. The SECI cycle of knowledge creation (Nonaka and Takeuchi, 1995)
5. Implication of Knowledge Creation and
Migration for HRM - the Iles & Altman
model
The process of knowledge appreciation may
follow knowledge migration. An appreciation
of how migrated knowledge can be of use to
relevant others is essential if they are to be
able to harness it within a behavioral world.
Knowledge appreciation by relevant others is
dependent upon knowledge contagion to
these others. In addition, the evaluation reference criteria derive from knowledge about
intention and logic-relational cognitive pur-
poses. Interestingly, this connects with Marshall’s (1995) idea of planning knowledge –
the knowledge of which pathways to select in
order to achieve a solution.
There are parallels between the Iles, P.,
Yolles, M. & Altman, Y (2001) knowledge
cycle and that of Nonaka and Takeuchi
(1995). In the Iles & Altman model, knowledge can be created spontaneously within a
migration process, and any socialization
process that occurs is through communication that maybe seen to act as a trigger for
new knowledge. Unlike Nonaka and Takeu-
6. Revista Informatica Economică, nr. 4(48)/2008
chi, the cycle is not required to be monotonic
and continuous, relative to a conditioning
process. Rather, the process of continuity is
transferred to the communication process,
and knowledge creation is cybernetic, passing through feedback processes that can
change the very nature of the patterns of
meanings that were initiated through semantic communications.
Central to this analysis of knowledge creation and a proposed research agenda is the
knowledge typology shown in figure 3.
Fig.3. Iles & Altman typology indicating
possible knowledge profiles of individuals
(knowledge personalities) or coherent groups
(Iles, P., Yolles, M. & Altman, Y (2001)
The typology depicted in figure 3 derives
from the knowledge creation cycle, defined
in terms of the processes of knowledge migration, knowledge appreciation, and knowledgeable action. Knowledge migration occurs through the development of interconnections between the worldviews of the actors in
a given suprasystem, and is the result of semantic communication (Habermas, 1987). As
part of the process of knowledge migration,
new knowledge is locally generated within
the worldview of an actor.
It is also necessary to recognize the unique
attributes and value of knowledge work and
knowledge workers, demanding new types of
training and development in knowledge creation and transformation, competency build-
59
ing, and technology training. Associated with
each phase of knowledge creation are, it is
proposed, different types of knowledge
workers. Thus, those who are particularly
good at migrating knowledge are seen as
knowledge identifiers which (after Marshall)
we shall call identifiers, elaborators and executors. We can classify two cultural classes
of identifiers, sensate and ideational, following Sorokin (Yolles, 1999, 2000). Sensate
culture is to do with the senses, and can be
seen to be utilitarian and materialistic. Ideational culture relates to ideas; an example
might be adherence to spirituality or ideology. The appreciation phase of knowledge
creation has associated with it those who
might be called elaborators. It is possible to
classify two polar types of elaborators, those
who are responsive to new knowledge, and
those who are not. Finally, closely associated
with the phase of knowledgeable action are
executors. Two types of executors are proposed. Fundamentalists adhere to notions
very strictly, whilst pragmatists provide for
some degree of leeway in the way that adheres to notions. It is not necessary to be either fundamentalist or pragmatist. There may
be phases in between them, in the same way,
for example, as there maybe between insulated and responsive elaborators, or sensate
and ideational identifiers. Thus for instance,
an identifier may be able to mix sensate and
ideational perspectives, in a condition referred to as idealistic. These notions have the
potential for developing a set of measures
that can develop a profile for knowledge personality/sociality and place individuals in coherent groups.
Clearly, these tentative propositions need
testing through further empirical research.
Differentiation is likely to evolve as KM becomes institutionalized inside and outside organizations. With such differentiation of
types, aptitudes and skills, HR will not surprisingly find a fertile ground to apply its
well grounded ‘traditional’ expertise in selection, assessment, performance management,
training for skill enhancement and reward
schemes.
7. 60
Conclusions
This paper has argued that the increasing importance of knowledge, and knowledge management, (KM), to organizations challenges
the nature, role and boundaries of HRM in
significant ways, not always as yet recognised by HRM theorists, researchers and
practitioners. In addition to discussing the
challenges posed to HRM in general, this paper has discussed ways in which specific
functional areas of HRM (employee resourcing, career management, HRD) can respond
to these challenges, as well as discussing the
implications of KM for HRM in SMEs and
the role of HRM in facilitating innovation
and creativity. In terms of knowledge migration, HR may play a major enabling role in
helping identify the potential of knowledge
migrants through assessment and selection;
by helping facilitate knowledge migration
through appropriate communication, reward
and recognition schemes; and by enhancing
knowledge migrations’ likelihood of success
and retention through training and development, as well as by developing organizational
processes that facilitate knowledge migration, knowledge appreciation, and knowledgeable action.
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