This document provides an introduction to knowledge management (KM) and discusses its key concepts and evolution. It addresses: 1) KM gaining attention across disciplines as the economy shifts to knowledge-based. Effective KM drives innovation. 2) Knowledge is intangible and difficult to measure but critical to organizational survival. KM aims to increase useful knowledge through communication, learning opportunities, and knowledge sharing. 3) A KM initiative requires a focus on people, processes, and technology to create, share, and apply both explicit and tacit knowledge across the organization.

2. History, definition of concepts, and the
antecedents of KM
The legacy and current state of the art of KM:
an overview

3. An Introduction to KM
⦿ Knowledge, knowledge workers and KM are topics
receiving increasing attention from a variety
disciplines.
KM isone of the hottest topics today in both
the industry world and information research
world.
⦿ “Many have said we are moving from a post
industrial to a knowledge-based economy.”
(Drucker, 1993)
Effective KM is now recognized to be “the
key driver of new knowledge and new
ideas” to the innovation process to new
innovative products, services and solutions.

4. Cont.
⦿ Knowledge Age isthe third wave of human socio-
economic development.
1stwave was Agricultural Age
Wealth was defined as ownership of land
2nd wave was Industrial Age
Wealth was defined on ownership of capital
(i.e. factories)
 3rd wave was Knowledge Age
Wealth was based upon the ownership of
knowledge and the ability to use that
knowledge to create or improve goods and
services.
(CharlesSavageinFifth GenerationManagement,2008)

5. Knowledge isintangible dynamic, and difficult to
measure, but without it no organization can survive.
 Explicit :knowledge which has been
“encoded into some media external to a
person.” (Walczak, 2005)
T
acit :knowledge that isstored within an
individual and as such ispersonal and
context specific. (Lin and Tseng, 2005 ;Srdoc
et. al., 2005)

6. “Knowledge management (KM)is an effort to
increase useful knowledge within the organization.
Ways to do this include encouraging
communication, offering opportunities to learn, and
promoting the sharing of appropriate knowledge
artifacts.”
McInerney,C.(2002).Knowledgemanagementandthe
dynamicnatureof knowledge.JASIST,53 (2).

7. (KimizDalkir, 2005)

8. "The capabilities by which communities within an
organization capture the knowledge that is critical
to them, constantly improve it and make it
available in the most effective manner to those
who need it, so that they can exploit itcreatively to
add value as a normal part of their work“
(GlaxoSmithKline)
“The creation and subsequent management of an
environment which encourages knowledge to be
created, shared, learnt, enhanced, and organized
for the benefit of the organization and its
customers.”
(MaryamSarrafzadeh,Bill Martin,AfsanehHazeri,2006)

9. ⦿ Designing and installing techniques and processes
to create, protect, and use known knowledge.
⦿ Designing and creating environments and activities
to discover and release knowledge that isnot
known, or tacit knowledge.
⦿ Articulating the purpose and nature of managing
knowledge as a resource and embodying it in
other initiatives and programs.

10. The history of managing knowledge goes back to the
earliest civilizations (Wiig, 1997).
(Kimiz Dalkir, 2005)

11. (KimizDalkir, 2005)

12. ⦿ KM is in a state of high growth, especially
among the business and legal services
industries .
⦿ Currently, communities of practice such as
the KM Network and the development of
standards and best practices are in a
mature stage of development.

13. http://www.unc.edu/~sunnyliu/inls258/IntroductiontoKnowledge_Management.html

14. The elements of a KM Initiative
The importance of KM for competitive edge in
the K-economy
Presented by:
MS. AMIRA IDAYU BINTI MOHD SHUKRY

15. ELEMENTS OF A KM INITIATIVE
Model by Nonaka and Takeuchi, 1995
ppi.fsksm.utm.my/staf/shahizan/personal/data/ICKM05.pdf

16. Cont.
I. PEOPLE
 Refers to cultural and behavioral approach
 Knowledge iscreated by individuals
 InJapanese Firms, the creation and sharing of knowledge
can only happen when individuals cooperate willingly.

17. II. PROCESSES
Sharing tacit
knowledge through
face-to-face
communication or
shared experience.
eg:meeting
 Processes in contributing the knowledge management
 4 processes of interactions isa spiral process that takes place
repeatedly
b) Externalization
a) Socialization
Developing
concepts and
models to convert
tacit knowledge to
explicit knowledge
Enable it to be
communicated to
others
c) Combination
Combination of
various elements of
explicit knowledge
to form more
complex and
systematic explicit
knowledge
d) Internalization
Understand explicit
knowledge
Closely linked to
learning by doing
http://knowledgeandmanagement.wordpress.com/seci-model-nonaka-takeuchi/
Cont.

18. III.TECHNOLOGY
 Refers to the network system
 Facilitate connections:
a. Among knowledgeable people (by helping them find &
interact with one another)
b. Between people and sourcesof information
 Through ICT
, explicit knowledge can be captured and
disseminated
Cont.

19. ICT
INNOVATION
KNOWLEDGE
ECONOMY
EDUCATION
INFORMATIC
KNOWLEDGE
MANAGEMENT
INFORMATIO
N SOCIETY
KNOWLEDGE
SOCIETY
http://www.esastap.org.za/esastap/pdfs/presents_kad_mba_2006.pdf

20. IMPORTANCE OF KM FOR
COMPETITIVE EDGE INTHE K-
ECONOMY
 K-economy is about knowledge and the ability to create new
value and wealth
 In the K-economy, wealth derived from the exploitation of
intangible assets like experience, know-how and knowledge
 To be success in K-economy, we need to accept and adapt
to an environment where intangible assets are the key driver
 K-economy is more than a commitment to manage and tap
into the accumulated knowledge within the business
 Knowledge Management leads to greater productivity

21. The evolution of KM
Information management and KM
Presented by:
MDM. SITIBASRIYAH BINTI SHAIK BAHARUDIN

22. KM has undergone a paradigm shift from a static, knowledge-
warehouse approach towards a dynamic communication-
based or network approach focusing more on tacit
knowledge. KM is a dynamic people-centric approach
especiqlly on cultural problems and motivational issues in
knowledge sharing.
The use of information technology in KM
●Businessprocess reengineerin
● Communities & colaboration
● T
acit knowledge
● Incentives and reward

23. KM has evolve from the combination of 2 factors :
1. The business world’s enthusiasm for “intelectual capital”
2. The appearance of corporate intranet (ideal tool to link
and organisation together to share and disseminate
knowledge throughout scattered offices and units

24. INFORMATION MANAGEMENT
● Focuses on information as a resource or collection.
● Practitioners select, describe, classify, index, and abstract this
information to make it more accessible within and outside the
organization.
● IM is concerned to provide transparent and standardized access
using technology by storing and organize information.

25. KNOWLEDGE MANAGEMENT
● Focuses on its users.
● Practioners summarize, contextualize, value-judge, rank, synthesize,
edit and facilitate to make information and knowledge accessible
between people within or outside their organization. Itconcerns with
the social interactions with sharing and use of knowledge.
● KM is largely based on tacit interpretation that relate to human
behavior and interchange.

26. FROM INFORMATION MANAGEMENT TO
KNOWLEDGE MANAGEMENT
Knowledge Management : The Information –Processing Paradigm
1. The process of collecting, organising, classifying and
dissemination of information to make itpurposeful to those who
need it
2. Capture knowledge in the mind of in a central repository.
3. Organising and analyzing information in a companies computer
database.
4. Identification of categories of knowledge needed to support
overall business strategy
5. Combining, indexing, searching and push technology to help
companies organize data stored and deliver only relevant
information using Intranet, groupware, data warehouse, networks,
and video conferencing.
6. Mapping knowledge and information resources both online and
offline
7. Knowledge assets are created through computerized collection,
storage and sharing of knowledge

27. 1. Interplay Between Information and Knowledge
Information can easily, organized and distributed whereas
knowledge resides in one’s mind (human centric)
2. IM and KM Projects: different scopes, approaches and
measurement systems
KM rely on the willingness of individuals whereas IM rely on
technical achievement to enable knowledge sharing
3. Organizational Learning and KM
Organization can learn through self-knowledge, dialogue
and reuse the existing knowledge into new information
4. Broad Concepts of KM
- Time, Context, transformations and dynamics, social space
and knowledge culture
5. Protecting Intellectual Capital: IM and KM Perspectives
IMused firewall, permission and access level whereas KM used
retention policies and circulation of knowledge (senior to junior)
KEY DIFFERENCES BETWEEN INFORMATION
MANAGEMENT AND KNOWLEDGE MANAGEMENT

28. Explicit Knowledge, tacit knowledge and the
knowledge infrastructure
KM and ethics

29. Tacit knowledge Explicit knowledge
Ability to adapt, to deal with
new an exceptional situations
Ability to disseminate, to
reproduce, to access and to
reapply throughout the
organization
Expertise, know-how, know-
why and care-why
Ability to teach, to train
Ability to collaborate, to share a
vision, to transmit a culture
Ability to organize, to
systematize, to translate a vision
into a mission statement, into
operational guidelines
Coaching and mentoring to
transfer experiential knowledge
on one-to-one, face-to-face
basis
Transfer of knowledge
via products, services
and documented
processes

30. KNOWLEDGE
INFRASTRUCTURE
Top
Management
Support
Customer
Knowledge
IT
Social
Capital

31. • KM involves the ethical management of people, not just the
efficient distribution of documents.
• Much of ethics can be distilled down to boundaries –
boundaries that can help employees of an organization stay
on the correct side of organizational policy and help clarify
ethical issues (Groff and Jones, 2003)

32. Landmarks Fences DMZs
(demilitarize
d zones)
High-level Explicit
boundaries
Concerned with
ethical guideline that show exactly active
often built upon where an compliance
the company’s
culture
important
ethical lines lies
monitoring