The document discusses three frameworks for externalizing tacit knowledge: Nonaka's SECI model of knowledge conversion, the knowledge asset model, and the 4I model of organizational learning. The SECI model involves four processes - socialization, externalization, combination, and internalization - that transform tacit and explicit knowledge. The knowledge asset model categorizes knowledge into experiential, conceptual, systematic, and routine assets. The 4I model consists of intuiting, interpreting, integrating, and institutionalizing steps in organizational learning. Examples are provided to illustrate how companies like Honda, Tesla, and Toyota apply these frameworks.
The document discusses several theoretical models of knowledge management (KM). It describes Nonaka and Takeuchi's model of knowledge conversion and the knowledge spiral, which presents knowledge creation as a continuous and interactive process between tacit and explicit knowledge. It also outlines Van Krogh and Roos' organizational epistemology model and Choos' sense-making model. The Nonaka and Takeuchi model is highlighted for its simplicity in both understanding the basic concepts and applying the KM principles.
This document introduces a revised taxonomy and definitions for classifying K-12 blended learning models. It defines blended learning as a formal education program where students learn through both online and in-person means, with some student control over their learning experience. The taxonomy outlines 4 main blended learning models: Rotation, Flex, Self-Blend, and Enriched-Virtual. The document aims to develop flexible yet clear definitions that can accommodate ongoing innovation in blended models.
The document discusses several knowledge management models. It provides an overview of the Von Krogh and Roos organizational epistemology model, which views knowledge as existing both individually and socially. It also summarizes the Nonaka and Takeuchi knowledge spiral model, which proposes that knowledge is created through the conversion between tacit and explicit knowledge via socialization, externalization, combination, and internalization. Additionally, it outlines Choo's sensemaking model, which emphasizes how information is selected and feeds into organizational decision making.
Knowledge Sharing in Workplace: Motivators and DemotivatorsIJMIT JOURNAL
This paper gives an overview of knowledge sharing in workplace. Based on the review of critical literatures by the authors, they infer that knowledge sharing in workplace can be influenced by motivators and
demotivators. Activities of knowledge sharing in organizations may be on organization level or individual
level. Knowledge sharing of both levels is critical to the success or failure of knowledge management inside
and outside of organizations. Age, culture, and industry were all found to affect knowledge sharing among workers. A common stereotype is that older workers hoard knowledge because they are more insecure and feel threatened by younger workers. Since older workers have more valuable knowledge, younger workers
needed to entice their older colleagues to share their valuable knowledge with them. The paper focus on
motivators and demotivators to sharing Knowledge in workplace. Theories and research pertaining to why
workers share knowledge are reviewed. While all industry need knowledge and innovation, it is also true
that the pace of change and the need to innovate differs from industry to industry. Technology was
acknowledged to have a high important role in increasing productivity of knowledge sharing. It plays a critical role in creating, storing and distributing explicit knowledge in an accessible and expeditious manner.
This document summarizes a presentation about the evolution of organizational forms and the emergence of a new form called the Innovation-form (I-form). It discusses how I-forms allow firms to effectively pursue opportunities through intersecting technologies and markets. I-forms require community-based designs that facilitate collaboration between firms, customers, and partners. The presentation examines two case studies of I-forms - Syndicom and Blade.org - and discusses how to implement I-forms through knowledge sharing, trust-building, and collaborative skills. It concludes that I-forms are most likely to succeed in industries with social and managerial cultures supportive of open innovation and inter-firm collaboration.
This document discusses Cisco's open communication culture. It describes how Cisco fosters open communication across all levels of employees to share information and discuss issues. Some benefits of Cisco's open communication include increased innovation, trust between employees and customers, and higher customer loyalty leading to increased profits. The document also provides recommendations for how managers can establish open communication cultures in their own organizations, such as making sure all information is shared positively and that employees feel comfortable providing feedback.
This document discusses key challenges for knowledge management (KM) and proposes several solutions. It describes five models of information politics that organizations use. It emphasizes that KM requires a focus on people, not just technology, and should align with business goals. Successful KM depends on organizational culture and incentives that encourage knowledge sharing. The document compares different incentive types and discusses challenges like the paradox of knowledge value.
The document outlines the key roles and responsibilities of knowledge management professionals. It discusses the skills required for various KM roles like the Chief Knowledge Officer who heads the KM team and is responsible for developing the KM strategy and managing KM operations. Other roles include knowledge managers, navigators, and synthesizers. The document also examines the attributes and competencies needed for KM professionals, such as finding, evaluating, and applying knowledge. Senior management roles in KM include the Chief Learning Officer who focuses on organizational learning and transformation.
The document discusses several theoretical models of knowledge management (KM). It describes Nonaka and Takeuchi's model of knowledge conversion and the knowledge spiral, which presents knowledge creation as a continuous and interactive process between tacit and explicit knowledge. It also outlines Van Krogh and Roos' organizational epistemology model and Choos' sense-making model. The Nonaka and Takeuchi model is highlighted for its simplicity in both understanding the basic concepts and applying the KM principles.
This document introduces a revised taxonomy and definitions for classifying K-12 blended learning models. It defines blended learning as a formal education program where students learn through both online and in-person means, with some student control over their learning experience. The taxonomy outlines 4 main blended learning models: Rotation, Flex, Self-Blend, and Enriched-Virtual. The document aims to develop flexible yet clear definitions that can accommodate ongoing innovation in blended models.
The document discusses several knowledge management models. It provides an overview of the Von Krogh and Roos organizational epistemology model, which views knowledge as existing both individually and socially. It also summarizes the Nonaka and Takeuchi knowledge spiral model, which proposes that knowledge is created through the conversion between tacit and explicit knowledge via socialization, externalization, combination, and internalization. Additionally, it outlines Choo's sensemaking model, which emphasizes how information is selected and feeds into organizational decision making.
Knowledge Sharing in Workplace: Motivators and DemotivatorsIJMIT JOURNAL
This paper gives an overview of knowledge sharing in workplace. Based on the review of critical literatures by the authors, they infer that knowledge sharing in workplace can be influenced by motivators and
demotivators. Activities of knowledge sharing in organizations may be on organization level or individual
level. Knowledge sharing of both levels is critical to the success or failure of knowledge management inside
and outside of organizations. Age, culture, and industry were all found to affect knowledge sharing among workers. A common stereotype is that older workers hoard knowledge because they are more insecure and feel threatened by younger workers. Since older workers have more valuable knowledge, younger workers
needed to entice their older colleagues to share their valuable knowledge with them. The paper focus on
motivators and demotivators to sharing Knowledge in workplace. Theories and research pertaining to why
workers share knowledge are reviewed. While all industry need knowledge and innovation, it is also true
that the pace of change and the need to innovate differs from industry to industry. Technology was
acknowledged to have a high important role in increasing productivity of knowledge sharing. It plays a critical role in creating, storing and distributing explicit knowledge in an accessible and expeditious manner.
This document summarizes a presentation about the evolution of organizational forms and the emergence of a new form called the Innovation-form (I-form). It discusses how I-forms allow firms to effectively pursue opportunities through intersecting technologies and markets. I-forms require community-based designs that facilitate collaboration between firms, customers, and partners. The presentation examines two case studies of I-forms - Syndicom and Blade.org - and discusses how to implement I-forms through knowledge sharing, trust-building, and collaborative skills. It concludes that I-forms are most likely to succeed in industries with social and managerial cultures supportive of open innovation and inter-firm collaboration.
This document discusses Cisco's open communication culture. It describes how Cisco fosters open communication across all levels of employees to share information and discuss issues. Some benefits of Cisco's open communication include increased innovation, trust between employees and customers, and higher customer loyalty leading to increased profits. The document also provides recommendations for how managers can establish open communication cultures in their own organizations, such as making sure all information is shared positively and that employees feel comfortable providing feedback.
This document discusses key challenges for knowledge management (KM) and proposes several solutions. It describes five models of information politics that organizations use. It emphasizes that KM requires a focus on people, not just technology, and should align with business goals. Successful KM depends on organizational culture and incentives that encourage knowledge sharing. The document compares different incentive types and discusses challenges like the paradox of knowledge value.
The document outlines the key roles and responsibilities of knowledge management professionals. It discusses the skills required for various KM roles like the Chief Knowledge Officer who heads the KM team and is responsible for developing the KM strategy and managing KM operations. Other roles include knowledge managers, navigators, and synthesizers. The document also examines the attributes and competencies needed for KM professionals, such as finding, evaluating, and applying knowledge. Senior management roles in KM include the Chief Learning Officer who focuses on organizational learning and transformation.
Knowledge transfer a basis for competitive advantage in organisationsAnup Mohan
This document discusses knowledge transfer in organizations. It defines knowledge transfer as the process through which the experience of one organizational unit affects another. Effective knowledge transfer is important for competitive advantage. However, knowledge transfer faces challenges as knowledge resides across an organization in various repositories. The document outlines several key aspects of knowledge transfer, including types of knowledge, steps to influence effective transfer, fundamental dimensions of transfer as generation, diffusion and absorption, and problems associated with transferring organizational knowledge.
Knowledge Management Encouraging of Innovation Through The Acceleration of Re...inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Does Knowledge Sharing Not Make Effect To Innovation Capabilitiesinventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
A knowledge audit should be the first step of any knowledge management initiative. It assesses an organization's knowledge assets, who possesses them, and how knowledge is stored and shared. The audit identifies gaps between current and desired knowledge and provides a basis for a new KM program. It examines knowledge needs, existing assets and where they are kept, gaps, and flows within the organization.
Knowledge management in universities in uganda a social perspectiveAlexander Decker
1) The document discusses knowledge management in universities in Uganda and its impact on transforming society. It assessed the relationship between knowledge management and society transformation in two private Ugandan universities.
2) The study found an average negative relationship between knowledge management and society transformation, indicating universities are not effectively applying knowledge to solve societal problems.
3) The author recommends universities strengthen knowledge sharing between students, faculty, and other institutions to better acquaint graduates with problem solving approaches that can transform society.
The document summarizes techniques for capturing tacit knowledge from individuals and organizations. It discusses interviewing experts, observing their work, and having them explain their processes and decisions. Capturing tacit knowledge involves extracting procedural knowledge from experts to create explicit representations like expert systems. It also discusses acquiring knowledge through organizational experiences like mergers or observing other firms. The goal of knowledge capture is to codify the knowledge into tangible, shareable documents and systems to disseminate it more easily within an organization.
An informal conversation with MaFI member Eric Derks about his experiences helping development organisations move away from direct delivery of services and inputs and into facilitation approaches.
This document analyzes the impact of virtual teams on competitive advantage through a case study of research and development departments at Samsung, LG, Nissan, Toyota, and IBM. It finds that virtual teams increase innovation by facilitating knowledge sharing across geographic and organizational boundaries. Through parallel work and faster response times, virtual teams help reduce product development cycles and costs, improving competitiveness. However, virtual teams also face challenges like cultural differences, lack of face-to-face interaction, and difficulty monitoring performance. Overall, the document concludes that virtual teams have become essential for businesses seeking flexibility and responsiveness in a global environment.
Romanii sunt, in sfirsit, mai optimisti in ceea ce priveste viitorul. Isarescu apare ca o alternativa pentru Tariceanu. Becail urca in top. Basescu e considerat European (ca si Geoana).
This document discusses using the dot product to calculate the angle between two vectors. It provides the formula for calculating the dot product and shows examples of using the formula to find the angle between vectors. It also discusses how if two vectors are perpendicular, their dot product will equal 0.
El documento presenta el resumen de los análisis realizados por varios pares sobre los planes TIC de cinco centros educativos. Cada par clasificó las acciones de los planes en tres categorías: mejora de la gestión, enseñanza y aprendizaje. Los resultados se recopilaron en un documento alojado en la intranet de TKNIKA.
The national flag of Freedonia features a flying penguin in the center with three colored circles representing different values. Red represents philanthropy, green represents freedom, and orange represents equality. The people typically dress warmly in long coats, hats, and boots made of fur. Their houses are made of wood and artistic, and they grow their own wheat and vegetables. The national bird is the flying penguin, and a notable animal is the big rabbit, which resembles a small white bear. Freedonia gained independence from England in the 1980s after a land dispute, and now has a population of around 3.8 million people.
The document outlines how many liters of water Jonny Brown uses per day through various activities like showering, washing, flushing toilets, and drinking. It calculates his total daily water usage is 154 liters. It then provides suggestions for reducing water usage, such as taking shorter showers, washing hands quicker, drinking pure juices instead of water, and potentially reducing toilet flushes.
Social Recruiting & Employer Branding - Key to attracting and engaging Gen YMindTickle
MindTickle offers social recruiting and employer branding solutions to attract top talent and engage new hires. Their solutions include creating online competitions for students to generate buzz and attract applicants. They also provide a gamified assessment portal for new hires to demonstrate skills and get classified into appropriate roles. This increases engagement between the offer date and start date, reduces pre-hire churn, and helps classify new hires based on strengths. Analytics dashboards provide insights into participation levels and skill assessments.
The MIB School of Management offers a highly international MBA in International Business that provides comprehensive management training and a focus on developing personal leadership skills. Over 25 years, MIB has built strong industry partnerships and a reputation for excellence through its diverse, multicultural learning environment and internationally experienced faculty. The intensive, full-time MBA program combines classroom instruction with real-world projects, study tours, and opportunities for career development through MIB's extensive alumni network.
3._TRANSFORMATION_IN_LAST_TWO_DECADES_EMPLOYMWENT_RELATIONS.docxAlexander Daniel Gonz
The document discusses changes in employment relations systems over the past 20-30 years in Australia and Spain from an industrial relations model to a contemporary employment relations model. In Australia, the pluralist approach that empowered unions has given way to a growing unitarist approach that has increased employer power over the past 2-3 decades. Employers have gained influence through enterprise bargaining laws and associations that have weakened unions. In Spain, reforms to increase competitiveness including allowing temporary contracts have reduced union influence, though high unemployment remained an issue. Overall the passage argues employers have become more powerful actors under the contemporary employment relations systems in both countries.
El documento presenta una introducción al software, incluyendo que los programas son necesarios para que funcione un ordenador y que el sistema operativo permite la comunicación entre el usuario y la máquina. También describe diferentes tipos de sistemas operativos como Windows y Ubuntu, ejemplos de software libre y de pago como Microsoft Office y OpenOffice, y cómo los virus pueden infectar un ordenador a través del correo electrónico, sitios web o archivos descargados, por lo que se recomienda instalar y mantener actualizado un antivirus.
The document discusses key performance indicators (KPIs) that can be used to measure recruiting success and performance. It recommends tracking 5 specific KPIs: 1) the number of qualified candidates per job opening, 2) candidate survey results indicating a positive experience, 3) the number of days from when a candidate applies to when an offer is accepted or rejected, 4) the offer acceptance rate, and 5) the number of hires compared to goals. The document explains each KPI in detail and provides benchmarks for high performance. It also discusses how to analyze the data from each KPI to identify areas for improvement.
Knowledge transfer a basis for competitive advantage in organisationsAnup Mohan
This document discusses knowledge transfer in organizations. It defines knowledge transfer as the process through which the experience of one organizational unit affects another. Effective knowledge transfer is important for competitive advantage. However, knowledge transfer faces challenges as knowledge resides across an organization in various repositories. The document outlines several key aspects of knowledge transfer, including types of knowledge, steps to influence effective transfer, fundamental dimensions of transfer as generation, diffusion and absorption, and problems associated with transferring organizational knowledge.
Knowledge Management Encouraging of Innovation Through The Acceleration of Re...inventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
Does Knowledge Sharing Not Make Effect To Innovation Capabilitiesinventionjournals
International Journal of Business and Management Invention (IJBMI) is an international journal intended for professionals and researchers in all fields of Business and Management. IJBMI publishes research articles and reviews within the whole field Business and Management, new teaching methods, assessment, validation and the impact of new technologies and it will continue to provide information on the latest trends and developments in this ever-expanding subject. The publications of papers are selected through double peer reviewed to ensure originality, relevance, and readability. The articles published in our journal can be accessed online.
A knowledge audit should be the first step of any knowledge management initiative. It assesses an organization's knowledge assets, who possesses them, and how knowledge is stored and shared. The audit identifies gaps between current and desired knowledge and provides a basis for a new KM program. It examines knowledge needs, existing assets and where they are kept, gaps, and flows within the organization.
Knowledge management in universities in uganda a social perspectiveAlexander Decker
1) The document discusses knowledge management in universities in Uganda and its impact on transforming society. It assessed the relationship between knowledge management and society transformation in two private Ugandan universities.
2) The study found an average negative relationship between knowledge management and society transformation, indicating universities are not effectively applying knowledge to solve societal problems.
3) The author recommends universities strengthen knowledge sharing between students, faculty, and other institutions to better acquaint graduates with problem solving approaches that can transform society.
The document summarizes techniques for capturing tacit knowledge from individuals and organizations. It discusses interviewing experts, observing their work, and having them explain their processes and decisions. Capturing tacit knowledge involves extracting procedural knowledge from experts to create explicit representations like expert systems. It also discusses acquiring knowledge through organizational experiences like mergers or observing other firms. The goal of knowledge capture is to codify the knowledge into tangible, shareable documents and systems to disseminate it more easily within an organization.
An informal conversation with MaFI member Eric Derks about his experiences helping development organisations move away from direct delivery of services and inputs and into facilitation approaches.
This document analyzes the impact of virtual teams on competitive advantage through a case study of research and development departments at Samsung, LG, Nissan, Toyota, and IBM. It finds that virtual teams increase innovation by facilitating knowledge sharing across geographic and organizational boundaries. Through parallel work and faster response times, virtual teams help reduce product development cycles and costs, improving competitiveness. However, virtual teams also face challenges like cultural differences, lack of face-to-face interaction, and difficulty monitoring performance. Overall, the document concludes that virtual teams have become essential for businesses seeking flexibility and responsiveness in a global environment.
Romanii sunt, in sfirsit, mai optimisti in ceea ce priveste viitorul. Isarescu apare ca o alternativa pentru Tariceanu. Becail urca in top. Basescu e considerat European (ca si Geoana).
This document discusses using the dot product to calculate the angle between two vectors. It provides the formula for calculating the dot product and shows examples of using the formula to find the angle between vectors. It also discusses how if two vectors are perpendicular, their dot product will equal 0.
El documento presenta el resumen de los análisis realizados por varios pares sobre los planes TIC de cinco centros educativos. Cada par clasificó las acciones de los planes en tres categorías: mejora de la gestión, enseñanza y aprendizaje. Los resultados se recopilaron en un documento alojado en la intranet de TKNIKA.
The national flag of Freedonia features a flying penguin in the center with three colored circles representing different values. Red represents philanthropy, green represents freedom, and orange represents equality. The people typically dress warmly in long coats, hats, and boots made of fur. Their houses are made of wood and artistic, and they grow their own wheat and vegetables. The national bird is the flying penguin, and a notable animal is the big rabbit, which resembles a small white bear. Freedonia gained independence from England in the 1980s after a land dispute, and now has a population of around 3.8 million people.
The document outlines how many liters of water Jonny Brown uses per day through various activities like showering, washing, flushing toilets, and drinking. It calculates his total daily water usage is 154 liters. It then provides suggestions for reducing water usage, such as taking shorter showers, washing hands quicker, drinking pure juices instead of water, and potentially reducing toilet flushes.
Social Recruiting & Employer Branding - Key to attracting and engaging Gen YMindTickle
MindTickle offers social recruiting and employer branding solutions to attract top talent and engage new hires. Their solutions include creating online competitions for students to generate buzz and attract applicants. They also provide a gamified assessment portal for new hires to demonstrate skills and get classified into appropriate roles. This increases engagement between the offer date and start date, reduces pre-hire churn, and helps classify new hires based on strengths. Analytics dashboards provide insights into participation levels and skill assessments.
The MIB School of Management offers a highly international MBA in International Business that provides comprehensive management training and a focus on developing personal leadership skills. Over 25 years, MIB has built strong industry partnerships and a reputation for excellence through its diverse, multicultural learning environment and internationally experienced faculty. The intensive, full-time MBA program combines classroom instruction with real-world projects, study tours, and opportunities for career development through MIB's extensive alumni network.
3._TRANSFORMATION_IN_LAST_TWO_DECADES_EMPLOYMWENT_RELATIONS.docxAlexander Daniel Gonz
The document discusses changes in employment relations systems over the past 20-30 years in Australia and Spain from an industrial relations model to a contemporary employment relations model. In Australia, the pluralist approach that empowered unions has given way to a growing unitarist approach that has increased employer power over the past 2-3 decades. Employers have gained influence through enterprise bargaining laws and associations that have weakened unions. In Spain, reforms to increase competitiveness including allowing temporary contracts have reduced union influence, though high unemployment remained an issue. Overall the passage argues employers have become more powerful actors under the contemporary employment relations systems in both countries.
El documento presenta una introducción al software, incluyendo que los programas son necesarios para que funcione un ordenador y que el sistema operativo permite la comunicación entre el usuario y la máquina. También describe diferentes tipos de sistemas operativos como Windows y Ubuntu, ejemplos de software libre y de pago como Microsoft Office y OpenOffice, y cómo los virus pueden infectar un ordenador a través del correo electrónico, sitios web o archivos descargados, por lo que se recomienda instalar y mantener actualizado un antivirus.
The document discusses key performance indicators (KPIs) that can be used to measure recruiting success and performance. It recommends tracking 5 specific KPIs: 1) the number of qualified candidates per job opening, 2) candidate survey results indicating a positive experience, 3) the number of days from when a candidate applies to when an offer is accepted or rejected, 4) the offer acceptance rate, and 5) the number of hires compared to goals. The document explains each KPI in detail and provides benchmarks for high performance. It also discusses how to analyze the data from each KPI to identify areas for improvement.
This document contains the personal details, educational background, qualifications, work experience, and references of Muhamad Farhan Bin Osman. It summarizes that he graduated from the University Kuala Lumpur British Malaysian Institute with a Bachelor of Technology in Electrical Engineering and has work experience in electrical and process instrumentation & control fields through industrial placements at Shell Refining Company and Petronas Penapisan Melaka. His objectives are to gain knowledge and utilize his engineering skills to achieve his career goals.
The document discusses applying ratios to vectors. It provides examples of using ratios to find unknown points along vectors. The key steps are: 1) Form an equation using the position vector rule relating the unknown point P to the known endpoints A and B; 2) Make P the subject of the equation; 3) Solve the equation to find the coordinates of P. Examples show setting up equations for points dividing vectors in given ratios and solving to find the coordinates of the unknown points.
This document contains 12 slides related to solving projectile motion problems using vectors. It begins with two example problems involving resolving forces into components. The objectives are then stated as understanding how to resolve projectile problems by breaking vectors into horizontal and vertical components. Several example problems are worked through demonstrating this process. Key equations for projectile motion are also reviewed. The final slides provide additional practice problems for students to solve, applying the techniques demonstrated in the document.
This document provides instructions for making a 3D paper star craft that can be used as a Christmas decoration or ornament. It lists the materials needed, which include paper, scissors, glue, and string or yarn. The instructions explain how to print and cut out two star shapes from paper, fold and glue the shapes together to form a 3D star, and attach a loop of string so it can be hung on a Christmas tree.
Week Seven: Managing Knowledge
Information Resource Management
IT620
February 22, 2014
Running head: MANAGING KNOWLEDGE 1
MANAGING KNOWLEDGE 3
MANAGING KNOWLEDGE 2
Managing Knowledge
Chapter 14: Question 3. How do human capital, structural capital, and customer capital differ?
ANSWER.
Human capital, structural capital and customer capital are three basic fundamentals of any organization. They differ in their roles playing for that organization. Human capital is the efficiency of a human being on the basis of its skills; more the human is skilled and efficient results in more human capital. On the structural capital is the efficiency of the organizations to provide environment in which they can increase the efficiencies of humans working for them such as data, systems, knowledge and designs. The customer capital is the relationship bond with organization products, stronger the bond between the customer and the products results in a stronger customer capital.
Chapter 14: Question 8. What approach did the energy company take to encourage knowledge sharing among its 15 business units?
ANSWER.
The approach that the energy company took to encourage sharing among its 15 business units was establishing peer groups from various units. The idea was to have employees share his or her knowledge without the involvement of leadership to avoid political aspects. Since this was unsuccessful it was decided to provide a human portal for employees where they can ask questions regarding the problems they faced with their customers and employees from other business units provides a solution to them, its kind knowledge sharing between the organizations from different business units. They also gave a chance to their employees to meet with the other employees from different business unit so that they share their experience for the growth of their particular business unit.
Chapter 14: Question 10. What three questions does Stewart recommend be asked before launching a knowledge management project?
ANSWER
The three questions that Stewart recommends to be asked before launching a knowledge management project are listed as follows:
Listing out the group that will use this knowledge space and make them responsible for all the content they are going to post on that knowledge space.
The type of knowledge groups was going to share on the knowledge space and who will manage the context that the employees were discussed on the knowledge space.
He also raises the question of the culture that the organization is going to adopt, will that be composed of reusers or originators because he stated both are different because a repository of things promotes a reuse culture; an online chat room helps originators, but this is not going to happen opposite.
Week 7 - Managing Knowledge
Due Date: Sat, Feb 22, 2014 11:55 PM MST
Write answers to the following textbook questions located at the end of each chapter. Each answer should be approximately 70 words, or a total of appr.
Read 290 Critical Reading as Critical ThinkingOnlineWeek .docxcatheryncouper
Read 290: Critical Reading as Critical Thinking
Online
Week 6
This week you will be taking the quiz covering chapters 1 through 5 from the ARQ text. You will also be taking Exam #1 on Friday. The following checklist should help you to stay organized and focused on your online assignments.
Week 6 – Checklist
1. View the Week 6 video announcement or Read the Week 6 announcement to get an overview of this week’s assignments.
2. Take the quiz on Chapters 1 through 5 in the ARQ text. The quiz consists of 25 multiple choice and true/false questions. It should not take more than 1 hour to complete. The quiz is due by Wednesday at 11:59pm.
3. Prepare for Exam #1 by completing the following steps:
a) Read the article “It’s a Job for Parents, Not the Government”
b) View the Exam 1 – Sample Analysis Presentation
4. Take Exam #1. The exam will be available from 12:00am until 11:55pm on Friday. You will have 2 hours to complete the exam. You will need to complete the following steps:
a) Read the Exam 1 Article
b) Analyze the article by completing the Exam 1 Worksheet
c) Access and complete the Exam. Use your worksheet to answer the questions about the article. Then submit your exam.
d) Submit your worksheet using the link provided in the week 6 section of TITANium. You must submit your worksheet to get credit for this exam.
Good luck!
Week Seven: Managing Knowledge
Information Resource Management
IT620
February 22, 2014
Running head: MANAGING KNOWLEDGE 1
MANAGING KNOWLEDGE 3
MANAGING KNOWLEDGE 2
Managing Knowledge
Chapter 14: Question 3. How do human capital, structural capital, and customer capital differ?
ANSWER.
Human capital, structural capital and customer capital are three basic fundamentals of any organization. They differ in their roles playing for that organization. Human capital is the efficiency of a human being on the basis of its skills; more the human is skilled and efficient results in more human capital. On the structural capital is the efficiency of the organizations to provide environment in which they can increase the efficiencies of humans working for them such as data, systems, knowledge and designs. The customer capital is the relationship bond with organization products, stronger the bond between the customer and the products results in a stronger customer capital.
Chapter 14: Question 8. What approach did the energy company take to encourage knowledge sharing among its 15 business units?
ANSWER.
The approach that the energy company took to encourage sharing among its 15 business units was establishing peer groups from various units. The idea was to have employees share his or her knowledge without the involvement of leadership to avoid political aspects. Since this was unsuccessful it was decided to provide a human portal for employees where they can ask questions regarding the problems they faced with their customers and employees from other business units provides a solution to them, its kind ...
Describes organizational learning as a five-stage process: individual learning, (cognition), community validation (collaboration), organizational structuring (bureaucracy), formal authorization (decision making), and changes to business processes or products (adaptation).
Here are the key points about risk management in technology intensive organizations:
- These organizations use an analysis approach to forecast risks associated with tasks and processes used to produce goods and services. This helps identify potential risks upfront.
- Schedule compression analysis is used to evaluate key barriers and bottlenecks. This helps develop plans to achieve objectives more efficiently by addressing risks that could cause delays.
- Traditional management may not employ formal risk forecasting and proactive risk management techniques. Technology organizations recognize the need to systematically analyze and plan for risks due to the complex nature of their work.
- The analysis approach allows organizations to maintain smooth workflows by considering risks at each stage of production. Issues can be mitigated before causing disruptions.
This document summarizes a case study on enhancing lean practices at the Washington State Department of Labor & Industries through establishing a mentorship program. It finds that developing mentoring relationships between experienced and new employees can help transfer important organizational knowledge, engage employees, and build a learning culture. The case study uses Peter Senge's model of the learning organization to analyze gaps in the current structure and propose strategies like mentorship to help the organization adapt to changing needs. If implemented, a mentorship program has the potential to strengthen lean processes, empower frontline workers, and make the agency an even better place to work.
This presentation is authored by Jack Abebe and Annaline Jepkiyeny. It discusses how learning organizations pick on change management as a strategic direction.
Learning organization and change management power pointJack Onyisi Abebe
This presentation discusses how learning organizations link to change management with projected barriers, critical factors for organizational learning, change management and the theories of organizational learning.
The document summarizes an article by Lindsey Disney and Larry Poston on the origins of the human soul from a Christian perspective. It outlines major historical Christian positions on soul ontology and their implications for modern ethics. However, the summarizer finds the article fails to provide useful insight or meaningfully further discussion on the topic.
The document discusses several major knowledge management models:
- The Nonaka and Takeuchi Knowledge Spiral Model describes how tacit and explicit knowledge can be transformed within an organization through four modes of knowledge conversion.
- The von Krogh and Roos Model distinguishes between individual and social knowledge and analyzes how knowledge is acquired and shared in organizations.
- The Choo Sense-Making KM Model focuses on sense making, knowledge creation, and decision making to help organizations adapt strategically.
- The Wiig Model emphasizes organizing knowledge for usefulness and outlines types and degrees of internalization of knowledge.
- The Boisot KM model conceptualizes knowledge as an "information good" that spreads differently depending on its
Garlic has been used for medicinal purposes for thousands of years. It contains compounds like allicin that may help lower blood pressure and cholesterol. Garlic is also thought to have antimicrobial properties and may help strengthen the immune system. While research on garlic's health benefits is still ongoing, it is considered a healthy addition to meals and diets when consumed in moderation.
Communities of practice are groups of people who share a common domain or area of interest. They develop a shared understanding and knowledge around this domain through continuous interaction and learning. Communities of practice have a life cycle from potential formation to ongoing maturation to eventual decline. As they mature, communities of practice can become communities of performance, achieving high levels of effectiveness through facilitation, management, and a strong sense of shared purpose and identity. Communities of performance represent advanced social learning structures within organizations.
knowledge management detailed document - meaning , types, knowledge management system lifecycle, Nonaka,s model , KM myths, KM cycle, KM Audit, km matrix, km components , Knowledge application system, Knowledge capture system, Knowledge sharing system, Knowledge discovery system, codification, personalization , 5ikm3 maturity model , CMM maturity model,1. Distinguish between brainstorming and consensus decision making
2. Protocol analysis and Delphi method
3. Repertory guard and nominal group
4. Black boarding and electronic brain storming
Implementing communities of practice in a matrix organizationAndrew Muras, PMP
Presented at ASEM's (American Society of Engineering Management) annual conference in October 2014. It's based on work done at Pearl Harbor Naval Shipyards.
Knowledge management application in organization require some rules and pract...Ali Chaudhary
This document discusses several models of knowledge management that have been developed and applied in organizations. It describes the Von Krogh and Roos model, which differentiates between individual and social knowledge and sees knowledge as a system influenced by people's thinking and external environment. It also outlines the Nonaka-Takeuchi model of knowledge creation starting at the individual level and being converted into organizational knowledge. Additionally, it summarizes Choo's model of how organizations select and use information from the external environment, and Wiig's model focusing on organizing useful knowledge sources. Boisot's model views knowledge as derived from data through an observer's experience and considers knowledge diffusion between an observer and receiver.
Knowledge Management efforts overlap with Organizational Learning, and may be distinguished from that by a greater focus on the management of knowledge as a strategic asset and a focus on encouraging the sharing of knowledge.
Knowledge Management efforts overlap with Organizational Learning, and may be distinguished from that by a greater focus on the management of knowledge as a strategic asset and a focus on encouraging the sharing of knowledge.
The document discusses trends in nursing practice, including growing job opportunities for registered nurses (RNs) due to technological advances allowing more health problems to be treated. The aging population also contributes to increased demand for nurses. While hospital employment is expected to grow more slowly, the intensity of nursing care means more nurses are needed per patient. Faster discharges and more outpatient procedures also affect trends.
The document discusses best practices for creating a learning organization. It outlines characteristics of learning organizations like systems thinking, personal mastery, and shared vision. It also discusses benefits like innovation, competitiveness, and improved quality. Some best practices discussed include establishing effective leadership, measuring learning impact, aligning learning with HR and talent management, using an LMS, and fostering informal and on-demand learning. The conclusion states that while learning organization principles are valuable, there is no single strategy and companies must adapt practices to their unique situation and trends.
Running head GLOBALIZATION AND KNOWLEDGE MANAGEMENT .docxcowinhelen
Running head: GLOBALIZATION AND KNOWLEDGE MANAGEMENT
GLOBALIZATION AND KNOWLEDGE MANAGEMENT
GLOBALIZATION AND KNOWLEDGE MANAGEMENT
Name
Institution
Advices:
The document needs to be well written: tone of writing, grammar, punctuation, formatting indent, paragraphs, title, sentences structure and so on.
Considering all of the changes and learning that has been accomplished in your field of study during the past two decades, what have you studied or seen as innovative or linked to the creation of new knowledge? Needs to be included in the essay.
During your course of study, you have been exposed to the areas of distance learning and virtual teams (whether working as a group or with your instructor(s) on a one-on-one basis), so you have seen innovation in terms of moving the classroom from a physical location into a virtual state. With this virtual state in mind, more and more organizations have been able to operate globally to a larger degree. Thus, the sharing of knowledge between organizations has become a valued commodity in the workplace and marketplace. Needs to be included in the essay.
Specifically, as you write your response to this question, you may want to incorporate how your current level of knowledge can be used in an innovative way to help strengthen or increase the knowledge in your field. Also, you may want to consider how your experience in distance learning has changed or not changed your views on globalization, distance learning, and/or knowledge management. Needs to be included in the essay.
Abstract
Globalization and knowledge management deals with the application of knowledge, tools and methodologies in the coordination of the complex and unique project. In accordance to the definition, project knowledge can be regarded as useful, resourceful information that enables implementation of the project concerning the objectives that is time to be taken, the execution cost and the quality of the outcome. Knowledge in organisational activities has been confirmed by researchers as fundamental for building competitive advantages of firms and business. This paper aims to document the results of the survey concerning the use of knowledge management practices in international organizations and shows that knowledge management as a helpful tool in the globalization process.
Introduction (It goes in the second page) (Each paragraph needs to be indent) (You have long paragraphs, it needs to be distributed)
Basing your information on the striping and downsizing of the organizations’ core assets in the 19th century, knowledge always surpassed the downsizing aspects. Most of the organization came into realization on the lost assets thus established a framework for managing their existing and future know-how on the assets. Progressively, the companies are focused on the establishment of explicit management in the knowledge assets and seek to leverage the experiences, know-how as well as th ...
ANSWER THE FOLLOWING QUESTIONS AFTER YOU PAPER BELOWQUESTIONS.docxYASHU40
ANSWER THE FOLLOWING QUESTIONS AFTER YOU PAPER BELOW
QUESTIONS
1. Was there a clear and concise thesis statement? Explain.
2. Was there a clear and concise problem statement?
3. Was the problem statement supported by evidence? Explain.
4. Was there a clear and concise research question(s)? Explain.
5. Was the body of research organized and easy to understand? Explain.
6. Did the author answer the research question(s) clearly in the discussion section? Explain.
7. Were inferences drawn from the body of research? Explain.
8. Did the paper use proper APA formatting? Explain.
9. Did the author support assertions with in-text citations and references? Explain.
10. What areas need improvement? Explain. What areas were strongest? Explain.
11. Do you have any other constructive feedback or recommendations to help your peer improve? Explain.
12. How did reviewing this paper help you with your own research paper? Explain.
Economic Benefits of Knowledge Management
Database Management and Communications are two fields of study that can be taken at a lot of higher learning institutions today. These fields play a major role in business and its sustainability. The developments in information and communications technologies which have made knowledge production and exchange easier and further enhanced the methodologies of knowledge discovery are the major factors for the amount of scientific knowledge produced in the last 30 years and continues to grow rapidly.(Kaniki & Mphahlele, 2002) The practice of Knowledge Management as a field is relatively new in the U.S but has been in use by European companies for quite some time.
Human capital as an asset is slowly being realized by companies as a major contributor to maintaining the accounting bottom line and even remaining relevant. There has been a recent boom in technological tools that promote knowledge shares such as Microsoft SharePoint. Coupled with the new field of Knowledge Management, is this a viable resource to improve a company's productivity and profitability? Businesses should adopt a knowledge management process and collaborative technologies to be innovative and competitive in today’s market.
Statement of the Problem
It has become important in today’s workplace to take inventory of a business’s knowledge assets to include both tacit and explicit to increase equity, innovation and competitiveness. In today's free market and ever-changing economy, businesses understand the need to manage proprietary knowledge or “in house” knowledge to maintain competitiveness. How this is done and fostered in a way that it is embraced by the employees is the challenge realized by those who understand the need for knowledge management. For this reason, many business managers are seeking a solution. (Carlucci, 2006)
Purpose of the Study
The purpose of this study is to research different methods of knowledge management strategies to inform on how business can become more competit.
ANSWER THE FOLLOWING QUESTIONS AFTER YOU PAPER BELOWQUESTIONS.docx
tacit knowledge-nikita
1. In this era of discontinuity where a firm to achieve a sustainable competitive
advantage develops new products in a more effective and efficient manner and for
achieving the efficiency firms need to adapt its growth processes because of the
ever-changing situations. In short firms have to improve continuously which is not
only based on individual learning but organizational learning (OL) too. (Schulze et
al., 2013) With learning comes the knowledge which is defines as summation of all
aspects which has a potential to influence human thinking and their behaviour which
is then enables in explaining, predicting & controlling of physical phenomena. This
definition is quite wide which comprises of factors such as talent, intuition,
company’s reputation, culture and codified language. It is a gamut of knowledge
loping from tacit knowledge (uncodified) at one end to explicit knowledge
(codified) on the other end. The difference between tacit and explicit knowledge is
that tacit is attained through experience which is exemplified by casual ambiguity
while explicit is illustrated through language or codes that helps in communicating.
(Hall & Andriani, 2003) This essay will be focusing on externalization of knowledge
mainly tacit knowledge through 3 types of frameworks supported with examples to
obtain an in-depth learning.
As tacit knowledge is impossible to externalize without converting into code or
language Nonaka (1994) suggested a knowledge creation model where he divides
knowledge in two dimensions. First being epistemological relating to conversion of
tacit knowledge to explicit knowledge and second is ontological dimension relating to
translation of learning from individuals to the organization. These two when
combined forms a spiral framework for knowledge creation also known as SECI
model which includes four ways of knowledge translation. The first step is
2. socialization which is an exchange of tacit to tacit knowledge and purely based on
experience which is shared like board meetings.
Second is externalization which converts tacit knowledge into explicit knowledge. It
is possible through the usage of models, metaphors and analogy. Using these tools
knowledge is successfully articulated and communicated.
Then comes combination where social interaction is done through language usage
as it is very well known that tacit knowledge is difficult to formalize and represent
through language. It is knowledge gained from explicit to explicit which is attained
from imitating and observing for example- prototypes.
The last one is internalization which is the conversion of tacit knowledge to explicit
knowledge. This sole factor represents a traditional way of acquiring knowledge i.e.
‘learning by doing’. The above three factors are based from organization’s point of
view but the last factor is focused on individual learning.
Nonaka concluded this model by stating that to gain a continuous externalization of
knowledge the existing knowledge should be restructured by using these four modes
of knowledge transformation. (Appendix 1)
(Bratianu, 2010; Nonaka, Toyama & Konno, 2000)
An example to quote with is the company Honda where the top management decide
to design a new concept of car with a slogan given “Let’s gamble”. They did it due to
the realization that their previous models i.e. Civic and Accord quiet familiarised with
the market and they needed to make a next move as they were very well aware of
the competition and also sense the young generation with extraordinary car concepts
are entering the market. The agenda for “Let’s gamble” slogan was to construct a
3. fresh team with new ideas and young engineers. The top management instructed
them with only two things, first being to develop a car concept which has never been
thought of before and second to create the car inexpensive yet not cheap. The nw
mission was quiet unclear to the team and so they decided to form a smaller version
of civic which when was presented to the top management was rejected immediately
with the change in slogan as well. This time it was named “Theory of Automobile
Evolution” to which the team questioned that what the slogan actually meant which
then was answered by another slogan which was “man-maximum, machine-
minimum” which changed the team’s thinking and change the old human-machine
relationship. This time they bought a concept of short and tall car which broke the
traditional patterns of car being long and low that gave birth to new car i.e. “tall boy”
or Honda City as this was a revolutionary innovation in the Japanese car industry
and in that particular city.
This example demonstrates that the Japanese companies were more reluctant on
figurative language to express their ideas at all levels. Especially the usage of
metaphors led them to think in their own way trough imaginations of designs or
symbols.
(Nonaka, 2007)
The second model is the knowledge asset model which is developed through the
existing knowledge to engender fresh knowledge for the firm via SECI process. This
brought a new theory of knowledge asset model illustrating another spiral of learning
creation. The key theme for the formation of knowledge asset model was to enhance
sustainable competitive advantage for firms. Foundation of knowledge creation
process is possible through knowledge assets only and then knowledge creation
4. acts as a mediator between the current and new knowledge development. These are
the in and out knowledge of firms which keeps evolving continuously. This model is
divided in four assets to make the organization completely worthy. First is
Experiential knowledge asset which states sharing of tacit knowledge with
employees and external links via experience. It involves growth in skills & emotions
like gestures relates to trust and love which are complex to imitate.
Next is conceptual knowledge asset where explicit knowledge is communicated
through pictures, language or symbols.
Third one is systematic knowledge asset which means explicit knowledge in a
systemized form like manuals, patents, written or printed documents, etc.
Lastly, routine knowledge asset it is an awareness of day to day routines and firm’s
culture with practicality being its main features. After completion of four stages it is
essential that the stock of knowledge assets to be mapped. Also creation of
knowledge assets should be done continuously due to its dynamic nature. (Appendix
2)
An example to quote with for this framework is Telsa Motors where the CEO shared
its patents so that it could cover electric vehicles free of cost. They won’t have to pay
their licence fee. People were actually shocked and doubted the company doing its
biggest mistake but no one realized that it didn’t give away its engineers and
knowledge. The company was still aware of what their mission was and what they
need to develop next, they reduced their cost by sharing their patents which was
actually said to be a smart move. The knowledge they shared with their competitors
were actually of a minimal use to them as the other knowledge asset was still with
Telsa. (Wharton, 2015)
5. The last framework is the 4 ‘I’ model which is meant for organizational learning. This
model also consists of 4 factors. First is intuiting it is an instinct that can be felt but
has no logical reasoning mainly recognised through images and when the thought is
shred with other person with that person getting influenced by the self idea leads to
interpreting. It happens when the individual starts picking on conscious elements
developing a cognitive map where language plays a key role in explaining of what he
is feeling and sensing. With that comes the third step integrating which is form of
collective action and for the coherence to develop a shared understanding is needed
between group members and the individual and when coordinated formally the
process reaches upto last level which is institutionalizing. A formal process of
defining the task and putting it into a systematic routine, this steps leads to a transfer
of knowledge from individual or group to the organization. (Appendix 3)
(Crossan, Lane & White, 1999)
To support with an example Toyota follows a continuous organizational learning
where it has 3 elements: first they identify the root cause if any problem by using five
“whys” concept. They keep asking why five times for the problem occurred through
which the person’s thinking and feeling is shared at the end. Second step is the self-
reflection and learning. It is reflection of self –mistakes and to rectify them activities
are conducted which brings the improvements and then these improvements are fed
back in the firm and is circulated. The third and last step is sharing the goals with
everyone. Toyota believes in sharing the goals planned by to management with the
group levels and attain support from them but in a very systemised manner. It is
PDCA process i.e. (plan-do-check-act). (Dolcemascolo, 2016)
6. This example illustrates the way Toyota develops its organizational learning with first
finding a root cause of the problem in an informal manner and then formalizing
everything in an institutionalized manner.
Though tacit knowledge and its frameworks has proved to be advantageous to the
industrial sector but critiques reveal that tacit knowledge cannot be completely
converted into explicit knowledge because the thinking of human can never be
articulated perfectly in any form, whether written or symbolized. Also explicit
knowledge isn’t an alternative for tacit knowledge but it needs codified language to
imply itself. Other than that it is still unclear that tacit knowledge geographically has
the same effect as other countries may not prefer frameworks like this and one of the
most important critiques is the time and money to be invested to convert the tacit
knowledge into codified language as people may avoid doing so. (Perraton &
Tarrant, 2007) Still tacit knowledge remains a much needed tool for revolutionary
ideas and changes that can change the industries or may be the whole world as
knowledge and ideas are never ending.
(Word Count: 1610)
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