Knowlegde management

Albert Einstein Learning Objectives After studying this weeks essence you should be able to 2. 3. 4. 5. Define acquaintance management, intellectual capital, and organisational learning. give away specific ways that organizations acquire and share cognition. Describe the friendship cornerstone knead. Explain the role of trust in have a go at itledge sharing. Identify organizational features which facilitate organizational learning.Lecture Overview What Is intimacy management? fellowship grounding process still and explicit knowledge Knowledge sharing Definitions, history, and benefits Ability and willingness organizational learning Data Information Knowledge Data Information Knowledge a set of discrete, objective facts about events Conceptualized Categorized Calculated reverse Condensed data endowed with relevance and purpose Comparison Consequences Connections Conversation a fluid mix of framed experience, values, contextual information and expert insight.Source Dav enport & Prussia, 1998. justify true beliefs (Monika, 1994, p. 1 5) the individuals ability to draw distinctions within a elected domain of action, found on an appreciation of context or theory, or both (Bell, 1999, p. Lexis) information that is relevant, actionable and at least partially based on experience (Leonard & Sniper, 1998, p. 13) a fluid mix of framed experience, values, contextual information and expert insight (Davenport & Prussia, 1998, p. 9) Knowledge Management is the management of information, knowledge and experiences available to an organization in order that organizational activities build on what is already known and extend it further (Mayo, 1998) Increased productivity greater utilization of organizational knowledge base Reduction of redundancy & fourth dimension searching for info.Increased organizational cohesion & cooperation Greater organizational learning KM Proposed Benefits Reduction of duplication and time searching for information Wider application o f organizational knowledge base Reduction of pressure to do more with express resources by means of building on others learning curves Increased morale through greater cooperation Improved organizational communication and participation Where did KM pursue from? Three Social and Economic Trends 1. Globalization complexity, volume, speed puts pressure on What do we know, who knows it, what onto we know that we should know. . Ubiquitous computing premium value on knowledge that wadnot be digitized, codified or easily distributed. 3 Knowledge-Centric incur hold of of the Firm capability is knowledge (especially knowledge that is specific or mum) (Prussia, 2001) rational swell Knowledge residing in the organizationsum of its Human chief city Knowledge that people possess and generate Social Capital Knowledge, trust, and norms of reciprocality in ones social network Structural Capital Relationship Capital Knowledge captured in systems and structures Values derived from satisf ied customers, reliable suppliers, etc.Knowledge Management figure outes learning Sharing Use Hiring talent Communication Awareness Acquiring firms coiffe Freedom to apply Individual learning Experimentation Developing a Learning Orientation Value the generation of new knowledge observe experimentation Recognize mistakes as part of learning Encourage employees to take reasonable risks translucent and tacit knowledge obvious knowledge peck be organized and communicated from one person to another Tacit knowledge subtle information acquired through observation and experience cant be explicitly communicated, only possible through observation and experience Two props of Explicit Knowledge Easy to communicate facts and figures models and theories protocols, procedures, formula Can be captured arduous to communicate intuition judgment experience-based insight getting things to work in serve Cannot be captured, but can be transferred The Explicit Dimension of Explicit refers to k nowledge that has been reflected in some kind of medium much(prenominal) as in a document, image, process or tool.Examples Standard operating(a) Procedures Manuals Checklists Computer code Tacit Knowledge Tacit knowledge is more important competitive advantage The economic significance of tacit knowledge is derived from its barriers to transferability Its economic significance is an incentive to develop better understanding of tacit knowledge in its own right. The Tacit Dimension of Knowledge Tacit knowledge is highly personal and cannot be transferred without close personal contact. A technician abandons the standard operating procedure because experience tells him that it is not appropriate in this situation An auditor digs deeper because something about the accounts makes her uneasy Two hollow out processesCodification of knowledge into databases and repositories Facilitation of interpersonal knowledge sharing The Knowledge Creation Process Knowledge is created and expanded thr ough the social interaction between tacit and explicit From individuals to the group Monika & Attacked, 1995 Sharing and creating tacit knowledge through count experience Solicitation Externalities Articulating tacit through dialogue and reflection Explicit Learning and acquiring new tacit knowledge in practice Monika, Attacked, Kong, Ottoman Internationalist Combination Stemming and applying explicit knowledge and Knowledge creation Solicitation go bad from tacit to tacit knowledge CROSS none 00213J e. G. New knowledge is expressed in a way that can be shared Combination move from explicit to explicit knowledge e. G. Working side by side e. G. Integrate with what we already know and capture in policy or procedure Internationalist move from explicit to tacit knowledge e. G. New learning become a pattern in your repertoire, taken for granted and you forget you learned them (Monika and Attacked 1995) Managing knowledge transformation Levels of Knowledge Types of knowledge Indivi dual Organization tacit Databases Systems and procedures Skills Know-how