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Understanding Knowledge Management

This document discusses knowledge management. It defines knowledge management as a discipline designed to help organizations acquire, package, and share knowledge to enable decision making, creativity, innovation, and communication. It explains that knowledge management helps provide a competitive advantage in today's uncertain economic environment. The document outlines different types of knowledge, such as explicit and implicit knowledge, and discusses challenges of managing knowledge electronically.

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Ranvijay Singh
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8 views15 pages

Understanding Knowledge Management

This document discusses knowledge management. It defines knowledge management as a discipline designed to help organizations acquire, package, and share knowledge to enable decision making, creativity, innovation, and communication. It explains that knowledge management helps provide a competitive advantage in today's uncertain economic environment. The document outlines different types of knowledge, such as explicit and implicit knowledge, and discusses challenges of managing knowledge electronically.

Uploaded by

Ranvijay Singh
Copyright
© Attribution Non-Commercial (BY-NC)
We take content rights seriously. If you suspect this is your content, claim it here.
Available Formats
Download as PPT, PDF, TXT or read online on Scribd

KNOWLEDGE MANAGEMENT

Sushil kr yadav
KNOWLEDE MANAGEMENT
 It is a discipline and framework
designed to help organization to
acquire, Package and share ‘what we
know’ to enable decision
making,creativity,innovation and
communication.
WHY KNOWLEDGE
MANAGEMENT?
 “ IN AN ECONOMY WHERE THE
ONLY CERTAINITY IS
UNCERTAINITY, THE
ONLY SOURCE OF LASTING
COMPETETIVE ADVANTAGE IS
KNOWLEDGE “
Where does KM come from?

 Technology
 Globalization
 Demographics
 Economic
 Customer relations
 Increase in informatio
Sources: Brown J.S. & Duguid,
Data, Information, Knowledge
 Data – raw facts, figures.

 Information – data in context; readily


captured in documents and databases.
or
Aggregation of data

 Knowledge – information + experience to


act upon/potential of action on information
From Facts to Wisdom
one example of the hierarchy

Volume Value
Completeness Structure
Wisdom
Objectivity Subjectivity

Intelligence

Knowledge

Information

Data/Facts
Two types of knowledge

Explicit knowledge Implicit (Tacit)


Formal or codified

knowledge
 Documents: reports,
policy manuals, white  Informal and uncodified
papers, standard  Values, perspectives &
procedures
culture
 Databases
 Books, magazines,
 Knowledge in heads
journals (library)  Memories of staff,
suppliers and vendors

Knowledge informs decisions and actions.


Further Attributes of
Knowledge
 Know-how
 Know-why
 Know-what
 Know-who
 Know-where
 Know-when

(Collison and Parcell, 2001)


The Rise of the
Knowledge Worker
100%

90%
80%

70%
60%

50%

40%
30%

20%
10%

0%
1900 1910 1920 1930 1940 1950 1960 1970 1980 1990 2000

farmworkers labourers & operators crafts


service clerical sales
managerial & admin. prof. & tech.

Source: Stewart T.A. (1997). Intellectual capital.


Knowledge Cycles

Identify Collect

Create Classify
Knowledge
repository

Use
Organize/store

Access Share
Seven Levers
 Customer Knowledge - the most vital knowledge
 Knowledge in Products - ‘smarts’ add value
 Knowledge in People - but people ‘walk’
 Knowledge in Processes - know-how when needed
 Organizational Memory - do we know what we
know?
 Knowledge in Relationships - richness and depth
 Knowledge Assets - intellectual capital
Glaxo Wellcome
 A strategy to learn org. focus
 Workshops to convert rhetoric to action
plans
 Using Intranets to share R&D, help
approvals
 Library, document management support
The value of KM
 It is important to manage knowledge assets
because –
 Organizations compete increasingly on the base
of knowledge (the only sustainable competitive
advantage)

 Most of our work is information based (and often


immersed in a computing environment)

 Our products, services, and environment are


more complex than ever before
The Challenges of Electronic
Collaboration in Knowledge
Sharing

 “Focusing exclusively on the technical issues


of electronic collaboration is a sure way to a
very expensive failure.”

David Coleman, IBM Manager, San Francisco in


Knowledge Management, a Real Business Guide,
London:IBM, nd.
KM is here to stay

KNOWLEDGE IS LIKE LIGHT.

Weightless and intangible, it can easily


travel the world, enlightening the lives of
people everywhere.

“Thus Knowledge Shared is Knowledge


Doubled.”

.
Source: Opening statement of the World Bank 1998/99 World Development Report: Knowledge for Development.

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