Knowledge management is the systematic process of acquiring, sharing, and utilizing knowledge to enhance organizational performance. It emphasizes the importance of both tacit and explicit knowledge and outlines various strategies and principles for effective implementation. Key components include leadership, a supportive culture, integration into existing systems, and continuous education.

1. Knowledge ManagementKnowledge Management
BY
SoumyaSoumya
Msc ME.dMsc ME.d
SNDP Training College AdimalySNDP Training College Adimaly

2. Knowledge Management
Knowledge management is the process
of discovery, acquisition, creation,
dissemination and utilization of
knowledge for the organization.
Definition

3. Knowledge Management
Knowledge has been recognized as an
important productivity factor for the
organization

4. Knowledge Management is a discipline
that seeks to improve the performance
of individuals and organisations by
maintaining and leveraging the present
and future value of knowledge assets.
Knowledge Management

5. Knowledge Management
 Knowledge Management is a discipline
 Knowledge is shareable in the organisation
 Cultural change is not automatic
 Create a change management plan
 Stay strategic
 Pick a topic, go in-depth, keep it current
 Don’t get hung up on the limitations
 Set expectations or risk extinction
 Integrate KM into existing systems
 Educate your self-service users
Principles of Knowledge Management

6. The more your share, the more you gain.
The knowledge acquisition process should be
part of the work process.
Integration of knowledge from multiple
disciplines has the highest probability of
creating new knowledge and value-added.
Knowledge valuation should be conducted
from customers’ perspective.
KM focus should be on core knowledge
critical to sustaining company’s competitive
edge.

7. Knowledge Management
Significance of Knowledge Management
Track, measure, share and make use of
intangible assets in an Organisation
Paying attention to ensure that they are
capturing, sharing and using productive
knowledge within their organisations to
enhance learning and improve performance.

8. Knowledge Management
Critical success factors can be categorized as
follows
 Leadership
 Culture
 Structure, roles, and responsibilities
 Information technology infrastructure
 Measurement.

9. Wisdom
Knowledge
Information
Data

10.  Data – raw facts; numbers
 Information – data in context; readily
captured in documents and databases
 Knowledge – information plus
experience to act upon
 Wisdom - experience & knowledge
make sensible decision.
Knowledge Management

11. Knowledge Management
Organisation knowledge is frequently categorised into
•Tacit knowledge – personal; wisdom and experience;
context-specific; more difficult to extract and codify Can be
transmitted through social interactions and socialization
•Explicit knowledge – what is recorded; easily
identified , articulated and shared
•Cultural knowledge – Cultural Ethos specific to a line of
business or région or language or religion or nation.

12. Tacit Knowledge Explicit Knowledge
(Subjective) (Objective)
Knowledge of experience Knowledge of
rationality
(body) (mind)
Simultaneous knowledge Sequential knowledge
(here and now) (there and then)
Analog knowledge Digital knowledge
(practice) (theory)

13. Knowledge Management
Key Problems knowledge enterprises face today
are :
 Poor utilization of knowledge
 Information and knowledge islands
 Knowledge loss
 High cost of sharing knowledge
 Reinvention / Repetitions
 Lack of responsiveness

14. Knowledge Management
Characteristics of KM Implementation Trends
Approaches Adopted :
•Society Centric Approach – Treats knowledge
management as a social communication process
•Process Centric Approach – Focuses on
knowledge mapping in business process
•Technology Centric Approach - Focuses on
knowledge artifacts their creation storage and reuse
in IT systems.

15. Knowledge Management
Typical activities for knowledge
management:
Appointment of Knowledge leader
Creation of knowledge teams
 Development of knowledge bases
 Knowledge centres

16. Knowledge sharing
Intellectual asset management
Provide motivation for employees
Identify & improve practises
Reduce substitutes

17. • Knowledge is created through practice,
collaboration, interaction, and
education, as the different knowledge
types are shared and converted.
• Knowledge creation is also supported
by relevant information and data which
can improve decisions and serve as
building blocks in the creation of new
knowledge.
• It is important to support unstructured
work environments in areas where
creativity and innovation are important.

18. Knowledge production
The three basic means of human knowledge
productions
a)Data acquisition
b)Data information
c)Data understanding

19.  Willingness to collaborate with
knowledge culture.
 Respect & support for integrity of
knowledge.
 Seeking,capture & utilization of
knowledge
 Transparency,honest,trust.
 Enthusiasm for the role of IT technology.

20.  Wiig km model
 completeness,connectedness,congruency
 Boisot-I space km model
 codified-uncodified
 Abstract-concrete
 diffused-undiffused

21.  Ikujiro Nonaka and Takeuchi introduced
the SECI model (Nonaka & Takeuchi
1996) which has become the cornerstone
of knowledge creation and transfer
theory.
 They proposed four ways that knowledge
types can be combined and converted,
showing how knowledge is shared and
created in the organization.
 The model is based on the two types of
knowledge: tacit , explicit

22.  There are four basic patterns for creating
knowledge in any organization:
1.Socialization: From tacit to tacit
2. Externalization: From tacit to explicit
3. Combination: from explicit to explicit
4. Internalization: from explicit to tacit

23. Socialization Externalization
Internalization Combination
Tacit
knowledge
Explicit
knowledge
Tacit knowledge Explicit knowledge
To
From
3

25.  Socialization:Tacit to tacit
Knowledge is passed on through
practice, guidance, imitation, and
observation.
 Externalization:Tacit to explicit
Tacit knowledge is codified into
documents, manuals, etc. so that it can
spread more easily through the
organization.
The use of metaphor is cited as an
important externalization mechanism.

26. Combination: Explicit to explicit
This is the simplest form. Codified
knowledge sources (e.g. documents) are
combined to create new knowledge. –it
does not extend the company’s
knowledge base
Internalization: Explicit to tacit
As explicit sources are used and learned,
the knowledge is internalized, modifying
the user's existing tacit knowledge.

27.  Nonoaka, Ikujiro, (1991)“The Knowledge Creating
Company”. Harvard Business Review
 Nonaka, I. & Takeuchi, H. (1995).The knowledge-creating
company: How Japanese Companies Create the
Dynamics of Innovation. New York: Oxford University Press
 http://mcleanglobal.com/public/MGC/publications/Nonaka%20
 Cook, S.D., & Brown, J.S. (1999), Bridging Epistemologies: the
Generative Dance between Organizational Knowledge and
Organizational Knowing. Organization Science, vol. 10, no. 4
 Polanyi, M. (1966). The Tacit Dimension. London, Routledge &
Kegan Paul, 1966