This document discusses knowledge management. It defines knowledge management as the process through which organizations generate value from their intellectual property and knowledge-based assets. It involves creating, sharing, and using knowledge. The document outlines the basic concepts of knowledge management, including the differences between explicit and tacit knowledge. It also discusses why knowledge management is needed, the knowledge management cycle, and some of the challenges with sharing knowledge in organizations.

1. Knowledge Management
MIS Lecture Notes
By: Er. Vaibhav Agarwal
Asst. Prof.
BBDU

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Outline of Part I
0 What is Knowledge Management?
0 Basic concepts: Components and Models
0 Organizational Learning Process
0 Knowledge management cycle
0 Knowledge Management Architecture
0 Directions
0 Acknowledgement: Charts on Knowledge Management Architecture
have been obtained from the presentation of Prof. Larry Kerschberg
at GMU
http://eceb.gmu.edu/

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Knowledge
0Explicit knowledge
- Objective, rational, technical
- Policies, goals, strategies, papers, reports
- Codified
- Leaky knowledge
0Tacit knowledge
- Subjective, cognitive, experiential learning
- Highly personalized
- Difficult to formalize
- Sticky knowledge

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Why people do not want to share knowledge?
0 “Knowledge is power”
0 “I don’t have time”
0 “I’ve got too much real work to do”
0 “That’s not my job”
0 “You’re just using other people’s ideas and taking
the credit”
0 “I want to do things my way”
0 “This is how it’s always been done”
0 “I’m already suffering from information overload”
0 “You should already know all the answers”
0 “It’s just another management fad; if I ignore it, it’ll
eventually go away”
0 “What’s in it for me?”

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What is Knowledge Management
0 Knowledge management, or KM, is the process through which
organizations generate value from their intellectual property and
knowledge-based assets
0 KM involves the creation, dissemination, and utilization of
knowledge
0 Reference: http://www.commerce-database.com/knowledge-
management.htm?source=google
0 It is also viewed as the intersection between People, Processes and
Technology

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Why KM is Needed
0 Traditional reasons for KM are:
- Improving Decision Making by reusing knowledge
- Capturing knowledge from transient work forces
0 Additionally, we are finding we need KM because of:
- Supporting knowledge communities
- Obsolescence/Innovation
- Knowledge persistence

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Obtaining, Storing, Sharing, and Using
Knowledge
Knowledge Management System

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Knowledge Work Activities
Re sult
Ac qu i r e
An a l yz e
O r g a n i ze
Co d i fy
Co m m u n i
c a t eU t i l i z e

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Knowledge Management Components
Components:
Strategies
Processes
Metrics
Cycle:
Knowledge, Creation
Sharing, Measurement
And Improvement
Technologies:
Expert systems
Collaboration
Training
Web
Components of
Knowledge
Management:
Components,
Cycle and
Technologies

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Identification Creation
Diffusion -
Tacit, Explicit
Integration Modification
Action
Organizational Learning Process
Metrics
Source:
Reinhardt and Pawlowsky also see: Tools in Organizational Learning
http://duplox.wz-berlin.de/oldb/forslin.html

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Six Principals of Effective Learning
•Effective Learning Requires:
 Understanding
1) Mental models, paradigms, context, observation,
assumptions, opinion, fact, truth
2) Systems Thinking - Variation
 Skills
3) Ability to challenge assumptions
4) Listen to Understand
 Process
5) Complete observe, assess (reflection, gain
understanding), design (develop theory, prediction, vision),
implement (test), cycle
6) Teach others

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Knowledge Management Metrics -
The Goal of Metrics
 Measuring Success (How am I doing?)
 Benchmarking (How am I comparatively doing?)
 Tracking Improvement (Am I getting better?)
 Direct
 future investment (technology, employees)
 strategy
 alignment (culture, incentives)
“One way to ensure your doing worse is to not measure” -
Adapted from Pressman

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Knowledge Management Cycle
Knowledge
Creation and
Acquisition
Manager
Knowledge
Representation
Manager
Knowledge
Manipulation
Manager
Knowledge
Dissemination
and Sharing
Manager

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THANK YOU