This document discusses knowledge organization. It defines a knowledge organization as one that uses systems and processes to generate, transform, manage, use and transfer knowledge to achieve organizational goals. It outlines the key functions of a knowledge organization as generating content, transforming content into products/services, preserving and managing content, using content to achieve goals, and transferring content externally. It also discusses the history and development of knowledge organizations since the 1970s. Finally, it identifies six key processes in knowledge organization: knowledge discovery and detection; knowledge organization and assessment; knowledge sharing; knowledge reuse; knowledge creation; and knowledge acquisition.

1. Knowledge Organization
Submitted to: Submitted by:
Miss. Ritima Malhotra Sahil jain
BBA-2,2428

2. Knowledge Organization

3. What Is Knowledge Organization
A knowledge organization is a management idea, describing
an organization in which people use systems and processes
to generate, transform, manage, use, and transfer
knowledge-based products and services to achieve
organizational goals.

4. Overview Of knowledge organization
From a functional perspective, in a knowledge organization, content (objects, data, information,
knowledge, and wisdom) are generated by knowledge workers. Content is captured, organized, and
preserved to enable its reuse and leveraging by people and groups other than those who generated it.
Infrastructure is in place to enable sharing of content across all elements of an organization and with
external partners, as appropriate. Procedures are in place to integrate content from multiple sources
and mobilize it to achieve organizational goals and objectives. A learning culture promotes not only
individual learning but also results in a shared understanding. Finally, the organization embraces
continuous evolutionary change to sustain itself in a constantly changing environment.`
Simard et al. (2007) described five functions of a knowledge-service organization:
generate content
transform content into useful products and services
preserve and manage content to enable organizational use and external transfer
use content to achieve organizational goals, and
transfer content externally, in the form of products and services.
Functions 1, 3, and 5 are essential and cannot be bypassed.

5. History Of Knowledge Organization
In the 1970s Peter Drucker (1974) may have been the first to describe knowledge workers and knowledge work.
Knowledge is created and used by people. Strass man (1985) described the transformation of work in the electronic
age from the standpoint of education and training for managers and employees, human aspects of the working
environment, and issues of morale, motivation, privacy, and displacements.
In 1990 Charles M. Savage observed that the nature of an organization based on knowledge rather than industrial
society notions of land, labor, or capital was not well understood. McGee and Prusak (1993) noted that core
competencies are not what an organization owns, but rather what it knows.

6. PROCESS OF KNOWLEDGE ORGANIZATION
This section will deal with the actual knowledge management processes.
There are six Process of Knowledge organization are:
•Knowledge Discovery & Detection
•Knowledge Organization & Assessment
•Knowledge Sharing
•Knowledge Reuse
•Knowledge Creation
•Knowledge Acquisition

7. Knowledge Discovery and Detection
This step deals with discovering the knowledge that a firm possesses all
over the organization, as well as the patterns in the information
available that hide previously undetected pockets of knowledge.
Once knowledge is created, it exists within the organization. However,
before it can be reused or shared it must be properly recognized and
categorized. This subsection deals with the former aspect, while the
following subsection deals with the latter

8. Explicit Knowledge: This is largely a process of sorting through documents and other records, as
well as discovering knowledge within existing data and knowledge repositories. For the latter, IT can be
used to uncover hidden knowledge by looking at patterns and relationships within data and text
Tacit Knowledge: Discovering and detecting tacit knowledge is a lot more complex and often
it is up to the management in each firm to gain an understanding of what their company's experts
actually know. Since tacit knowledge is considered as the most valuable in relation to sustained
competitive advantage, this is a crucial step, a step that often simply involves observation and
awareness. There are several qualitative and quantitative tools/practices that can help in the
process; these include knowledge surveys, questionnaires, individual interviews, group
interviews, focus groups, network analysis, and observation.
Embedded knowledge: This implies an examination and identification of the knowledge
trapped inside organizational routines, processes, products etc. which has not already
been made explicit. Management must essentially ask "why do we do something a certain
way?" This type of knowledge discovery involves observation and analysis, and the use of
reverse engineering and modeling tools.

9. Knowledge Organization & Assessment
The idea that firms should categorize their knowledge assets is not a new one
(Horvath 2000, Bukowitz & Williams 1999). In order to determine what resources
they have at their disposal and to pin point strengths and weaknesses,
management needs to organize the knowledge into something manageable.
Explicit knowledge organization: IT is generally encouraged as a means of
organizing and retrieving (Gamble and Blackwell 2001, Botha et al 2008, etc.). IT
based systems use taxonomies and ontologies to classify and organize knowledge
and information (Bali et al 2009). These are categorization methods that create a
logical, hierarchical knowledge map, allowing the user to navigate by category
Tacit knowledge organization: Use of focus groups, expertise guides, social
network analysis, and knowledge coordinators (Gamble and Blackwell 2001 and
Liebowitz 2009). The role of the latter is to understand in which context the tacit
knowledge was created.
Embedded Knowledge organization: Job/workplace design, workflow analyses
and performance measures (Gamble & Blackwell 2001) can be used to
organize and assess embedded knowledge. Mapping is also useful here, and
knowledge maps outlining embedded knowledge can be formulated under
the guidance of knowledge brokers (Horvath 2000).

10. Knowledge Sharing
As stated earlier, knowledge management is fundamentally about making the
right knowledge or the right knowledge sources (including people) available
to the right people at the right time. Knowledge sharing is therefore perhaps
the single most important aspect in this process, since the vast majority of
KM initiatives depend upon it.

11. Knowledge Reuse
 Two mechanisms employed by organizations to motivate the reuse of
knowledge from knowledge repositories is using experts to control or
edit users’ contributions (such as in a refereed repository), or using a
community of users to review, rate, or edit existing contributions
(such as in a community-driven wiki). The goal of this paper is to
explore these two mechanisms and study their impact on knowledge
reuse by organizational members. Propositions are suggested by
drawing upon the dual-process theory from cognitive psychology.

12. Knowledge Creation
 The ability to create new knowledge is often at the heart of the organization's
competitive advantage. Sometimes this issue is not treated as part of
knowledge management since it borders and overlaps with innovation
management (Wellman 2009). Since I chose a broader knowledge
management definition, I very much regard it as a part of the process, and I
will refer (albeit superficially) to some theories that pertain to innovation.

13. Knowledge Acquisition
 Knowledge acquisition refers to the knowledge that a firm can try to obtain
from external sources. External knowledge sources are important and one
should therefore take a holistic view of the value chain (Gamble & Blackwell
2001). Sources include suppliers, competitors, partners/alliances, customers,
and external experts. Communities of practice can extend well outside the
firm.

14. Knowledge organization Institutes
They are some organizational institutes which provide knowledge.