KNOWLEDGE MANAGEMENT

PREPARED FOR: PROF. MEENAL RAO

PREPARED BY : DIBAS KUMAR BISWAS

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DYPIMS Batch 2012-14

PRESENTATION OUTLINES
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

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DYPIMS Batch 2012-14

KNOWLEDGE MANAGEMENT
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

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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.

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DYPIMS Batch 2012-14

 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)

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DYPIMS Batch 2012-14

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)

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DYPIMS Batch 2012-14

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.

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(Kimiz Dalkir, 2005)

 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.

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

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 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.

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ELEMENTS OF A KM INITIATIVE

Model by Nonaka and Takeuchi, 1995

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

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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.

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Cont.

II. PROCESSES
Processes in contributing the knowledge management 4 processes of interactions is a spiral process that takes place repeatedly

a) Socialization Sharing tacit knowledge through faceto-face communication or shared experience. eg: meeting

b) Externalization Developing concepts and models to convert tacit knowledge to explicit knowledge Enable it to be communicated to others

d) Internalization Understand explicit knowledge Closely linked to learning by doing

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c) Combination Combination of various elements of explicit knowledge to form more complex and systematic explicit knowledge
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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

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PILLARS OF K-ECONOMY
ICT

INNOVATION

EDUCATION

KNOWLEDGE ECONOMY

INFORMATION SOCIETY KNOWLEDGE SOCIETY KNOWLEDGE MANAGEMENT

INFORMATIC

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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

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KM has evolve from the combination of 2 factors : 1. The business worlds 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

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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.

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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

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KEY DIFFERENCES BETWEEN INFORMATION MANAGEMENT AND KNOWLEDGE MANAGEMENT

1. Interplay Between Information and Knowledge Information can easily, organized and distributed whereas knowledge resides in ones 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)
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Tacit Knowledge and Explicit Knowledge

Tacit knowledge
Ability to adapt, to deal with new an exceptional situations

Explicit knowledge
Ability to disseminate, to reproduce, to access and to reapply throughout the organization Ability to teach, to train

Expertise, know-how, know-why and care-why

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-toone, face-to-face basis

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Transfer of knowledge via products, services and documented processes

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IT

Social Capital

KNOWLEDGE INFRASTRUCTURE

Top Management Support

Customer Knowledge
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KM and ethics
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)

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Conclusion
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.

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THANK YOU

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