MLS 761: SEMINAR IN KNOWLEDGE MANAGEMENT

PREPARED FOR:
DR. DANGMERDUWATI BINTI HASHIM

PREPARED BY :
AMIRA IDAYU BINTI MOHD SHUKRY
FADDLIZA BINTI MOHD ZAKI
SITI BASRIYAH BINTI SHAIK BAHARUDIN
ZALINA BINTI ABDUL RAHIM
 History, definition of concepts, and the antecedents of
KM
 The legacy and current state of the art of KM: an
overview
 The elements of a KM Initiative
 The importance of KM for competitive edge in the K-
economy
 The evolution of KM
 Information management and KM
 Explicit Knowledge, tacit knowledge and the
knowledge infrastructure
 KM and ethics
History, definition of concepts, and the
antecedents of KM

The legacy and current state of the art of KM:

an overview

Presented by:
MS. ZALINA BINTI ABDUL RAHIM
An Introduction to KM
 Knowledge, knowledge workers and KM are topics
receiving increasing attention from a variety
disciplines.
KM is one 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.
 Cont.

 Knowledge Age is the third wave of human socio-

economic development.
1st wave 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.
(Charles Savage in Fifth Generation Management, 2008)
Knowledge is intangible 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)
 Tacit : knowledge that is stored within an
individual and as such is personal and
context specific. (Lin and Tseng, 2005 ; Srdoc
et. al., 2005)
“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). Knowledge management and the

dynamic nature of knowledge. JASIST, 53 (2).
(Kimiz Dalkir, 2005)
"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 it creatively 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.”
(Maryam Sarrafzadeh, Bill Martin, Afsaneh Hazeri, 2006)
 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 is not
known, or tacit knowledge.
 Articulating the purpose and nature of managing
knowledge as a resource and embodying it in
other initiatives and programs.
The history of managing knowledge goes back to the
earliest civilizations (Wiig, 1997).

(Kimiz Dalkir, 2005)

(Kimiz Dalkir, 2005)
 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.
http://www.unc.edu/~sunnyliu/inls258/IntroductiontoKnowledge_Management.html
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
ELEMENTS OF A KM INITIATIVE

Model by Nonaka and Takeuchi, 1995

ppi.fsksm.utm.my/staf/shahizan/personal/data/ICKM05.pdf
 Cont.

I. PEOPLE

 Refers to cultural and behavioral approach

 Knowledge is created by individuals

 In Japanese Firms, the creation and sharing of knowledge

can only happen when individuals cooperate willingly.
Cont. II. PROCESSES
 Processes in contributing the knowledge management
 4 processes of interactions is a spiral process that takes place
repeatedly
b) Externalization
a) Socialization
Developing
Sharing tacit concepts and
knowledge through models to convert
face-to-face tacit knowledge to
communication or explicit knowledge
shared experience.
eg: meeting Enable it to be
communicated to
others

d) Internalization c) Combination

Understand explicit Combination of

knowledge various elements of
explicit knowledge
Closely linked to to form more
learning by doing complex and
systematic explicit
knowledge
http://knowledgeandmanagement.wordpress.com/seci-model-nonaka-takeuchi/
Cont.

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 sources of information

 Through ICT, explicit knowledge can be captured and

disseminated
 ICT

INNOVATION EDUCATION

KNOWLEDGE
ECONOMY

INFORMATION
SOCIETY INFORMATIC
KNOWLEDGE
SOCIETY
KNOWLEDGE
MANAGEMENT

http://www.esastap.org.za/esastap/pdfs/presents_kad_mba_2006.pdf
 IMPORTANCE OF KM FOR COMPETITIVE
EDGE IN THE 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

The evolution of KM

Information management and KM

Presented by:
MDM. SITI BASRIYAH BINTI SHAIK BAHARUDIN
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

●Business process reengineering

● Communities & colaboration

● Tacit knowledge

● Incentives and reward

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
 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.
 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. It concerns with
the social interactions with sharing and use of knowledge.
● KM is largely based on tacit interpretation that relate to human
behavior and interchange.
 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 it purposeful 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
 KEY DIFFERENCES BETWEEN INFORMATION
MANAGEMENT AND KNOWLEDGE MANAGEMENT
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
IM used firewall, permission and access level whereas KM used
retention policies and circulation of knowledge (senior to junior)
Explicit Knowledge, tacit knowledge and the
knowledge infrastructure

KM and ethics

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

Top
Social KNOWLEDGE
Management
Capital INFRASTRUCTURE
Support

Customer
Knowledge
• 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)
 Landmarks Fences DMZs
(demilitarized
zones)
High-level Explicit boundaries Concerned with
ethical guideline that show exactly active
often built upon where an compliance
the company’s important ethical monitoring
culture lines lies
Knowledge as an asset or resource unlike
information or data, is not easily understood,
classified, shared and measured. It is invisible,
intangible and difficult to imitate. Expanding
the knowledge base within an organization is
not the same as expanding its information
base.
Dalkir, Kimiz (2005). Knowledge management in theory and practice.
Amsterdam ; Boston : Elsevier/Butterworth Heinemann

Groff, Todd R. & Jones, Thomas P. (2003). Introduction to knowledge

management: KM in business. Amsterdam: Butterworth Heinemann.

Juhana Salim, Mohd. Shahizan Othman & Sharhida Zawani. (2005). Integrated
approach to knowledge management initiatives programme: towards
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http://www.eg2km.org/articles/Enriching%20KM%20in%20R&%20D%20Organis
ation%20-%20A%20Malaysian%20Perspective.pdf

Mbanananga, N., Dr. (2006). Knowledge management & knowledge economy.

Medical research council. Retrieved January 10, 2011, from
http://www.esastap.org.za/esastap/pdfs/presents_kad_mba_2006.pdf

Milovanović, S. (2006). Knowledge sharing between users and information

specialists: Role of trust. Retrieved January 5, 2011, from
http://www.12manage.com/methods_nonaka_seci.html
Nancy Dubois, Tricia Wilkerson (2008). Knowledge Management: Background
Paper for the Development of a Knowledge Management Strategy for
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http://www.nccmt.ca/pubs/KMpaper_EN.pdf

Sarrafzadeh, Maryam, Martin Bill, Hazeri, Afsaneh (2006). “ LIS professionals and
knowledge management: some recent perspectives”, Library management,
Vol. 27 No.9, pp. 621-635.

Srikantaiah, T.K. (2001). Knowledge management: A faceted overview.

In Srikantaiah, T.K. , & Koenig, M. (Ed.), Knowledge
management (pp. 7-17). New Jersey: Information Today Inc.

Waddell, Dianne, Stewart, Deb (2008). “Knowledge management as perceived

by quality practitioners”, The TQM Journal, Vol.20 No. 1, pp. 31-44

William Ives, Ben Torrey, Cindy Gordon, (1997). "Knowledge Management: An

Emerging Discipline with a Long History", Journal of Knowledge
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