Presented by Arun - VI

Presented by Arun.
VI
Knowledge Management
Knowledge is treated more and more as a

principle success factor and major driving force behind the successful business It will be a powerful tool to enhance productivity and reduce cost
12/14/2013
Arun.VI,DCSMAT Trivandrum
What is Knowledge Management? Key words : Data, Information And Knowledge.

Data can be illustrated as a fact, which has not been structured. Information is the relevant, structured and meaningful data. Knowledge, on the other hand, is acquired through personal experience or the study of factual
information.
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What is Knowledge Management?

Knowledge Management can be defined as a systematic process that,
Creates Captures Shares, and Analyzes
knowledge in ways
that directly improve

performance.
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Knowledge Management Tools

Knowledge management tools fit in five areas of competences
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Goal of Knowledge Management

Improve the Creation
Dissemination
Competitive Advantage
And Exploitation Of Knowledge
Ultimately, KM can be interpreted as the ability

to get the right information to the right people at the right time, and in the right place.
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Goal of Knowledge Management contd.

Improved performance
Innovation
KM focus on organizational objectives
The sharing of lessons learned Competitive advantage

Continuous improvement of the organisation
Management of knowledge as a strategic asset

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Knowledge Management Framework
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Knowledge management (KM)

Comprises a range of practices used in an organisation to Identify,
Create
Represent Distribute And Enable Adoption Of Insights And Experiences.
Such insights and experiences comprise knowledge, either embodied in individuals or embedded in organisational processes or practice.
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KM efforts can help individuals and groups;
To share valuable organisational insights, To reduce redundant work To avoid reinventing To reduce training time for new employees, To retain intellectual capital as employees
turnover in an organisation&
To adapt to changing
environments and market
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KM efforts can help individuals and groups;

To share valuable organisational insights,
to reduce redundant work

To avoid reinventing to reduce training time for new employees,
To retain intellectual capital as employees turnover in an organisation, and

To adapt to changing environments and markets
(mcadam & mccreedy 2000) (thompson & Walsham 2004).
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Research
KM emerged as a scientific discipline in the earlier 1990s. It was initially supported by only practitioners, when Scandia hired Leif Edvinsson of Sweden as the worlds first Chief Knowledge Officer (CKO).
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Core components of KM include People, Processes, Technology (or) Culture, Structure, Technology, depending on the specific perspective Different KM schools of thoughts include
community of practice (Wenger, McDermott & Synder 2001) social network analysis intellectual capital information theory complexity science constructivism
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Dimensions
Different frameworks for distinguishing between knowledge exist. One proposed framework for categorising the dimensions of knowledge distinguishes between
tacit knowledge and explicit knowledge.
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Tacit knowledge & Explicit knowledge

Tacit knowledge represents internalised knowledge that an individual may not be consciously aware of, such as how he or she accomplishes particular tasks.
Explicit knowledge represents knowledge that the

individual holds consciously in mental focus, in a form that can easily be communicated to others..
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Tacit knowledge convert Explicit knowledge
Sharing of knowledge Early research suggested that a successful KM effort needs to convert internalised tacit knowledge into explicit knowledge in order to share it,
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Subsequent research into KM suggested that a distinction between tacit knowledge and explicit knowledge represented an oversimplification and that the notion of explicit knowledge is selfcontradictory.
Specifically, for knowledge to be made explicit, it must be translated into information
Tacit knowledge
Information
Explicit knowledge
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Later on, Ikujiro Nonaka proposed a model (SECI for Socialization, Externalization, Combination, Internalization) which considers a spiraling knowledge process In this model, knowledge follows a cycle Implicit knowledge
Extracted
Reinternalised
Explicit knowledge
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Second proposed framework

A second proposed framework for categorising the dimensions of knowledge distinguishes between
embedded knowledge of a system outside of a

human individual (e.g., an information system may have knowledge embedded into its design) and embodied knowledge representing a learned capability of a human bodys nervous and endocrine systems (Sensky 2002)
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Third proposed framework

for categorising the dimensions of knowledge distinguishes between the exploratory creation of "new knowledge" (i.e., innovation) vs. the transfer or exploitation of "established knowledge" within a group, organisation, or community.
new knowledge ( innovation)
Established knowledge
Collaborative environments such as communities of practice or the use of social computing tools can be used for both knowledge creation and transfer
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Pillars of Knowledge Management
Technical domains of KM
Strategies
Knowledge may be accessed at three stages:
Before during after KM-related activities.
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Strategies
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Strategies contd..
One strategy to KM involves actively managing knowledge (push strategy)
In such an instance, individuals strive to explicitly
encode their knowledge into a shared knowledge repository, such as a database, as well as retrieving
knowledge they need that other individuals have

provided to the repository. This is also commonly known as the Codification approach to KM.
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Strategies contd..
Another strategy to KM involves
individuals making knowledge requests of experts
associated with a particular subject on an ad hoc

basis (pull strategy). In such an instance, expert individual(s) can provide their insights to the particular person or people needing this (Snowden 2002) This is also commonly known as the Personalization approach to KM.
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Other knowledge management strategies for companies include:

Rewards (as a means of motivating for knowledge sharing) Storytelling (as a means of transferring tacit knowledge) Cross-project learning After action reviews Knowledge mapping (a map of knowledge repositories
within a company accessible by all)
Communities of practice Expert directories (to enable knowledge seeker to reach to the
experts)
Best practice transfer Competence management (systematic evaluation and

planning of competences of individual organization members)
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Other knowledge management strategies for companies include:

Proximity & architecture (the physical situation of employees
can be either conducive or obstructive to knowledge sharing)
Master-apprentice relationship Collaborative technologies (groupware, etc) Knowledge repositories (databases, bookmarking engines, etc) Measuring and reporting intellectual capital (a way of
making explicit knowledge for companies)
Knowledge brokers (some organizational members take on

responsibility for a specific "field" and act as first reference on
whom to talk about a specific subject)
Social software
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Benefits
Making available increased knowledge content in the development and provision of products and services
Achieving shorter new product development cycles

Facilitating and managing innovation and organizational learning
Leveraging the expertise of people across the organization

Increasing network connectivity between internal and external individuals
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Benefits contd..
Managing business environments and allowing employees to obtain relevant insights and ideas appropriate to their work Solving intractable or wicked problems Managing intellectual capital and intellectual assets in the workforce (such as the expertise and knowhow possessed by key individuals)
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Referances
http://www.adb.org/Evaluation/Linking-to-Results/OED-LearningCycle.asp http://www.ugc.edu.hk/tlqpr01/site/abstracts/098_hui.htm www.wikepedia.com http://apintalisayon.files.wordpress.com/2008/11/tacit-to-explicitv2.jpg http://apintalisayon.wordpress.com/2008/11/28/d4-convertingtacit-to-explicit-knowledge-and-vice-versa/
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Thank You

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Presented by Arun - VI

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Presented by Arun.

Knowledge is treated more and more as a

What is Knowledge Management? Key words : Data, Information And Knowledge.

What is Knowledge Management?

Creates Captures Shares, and Analyzes

that directly improve

Knowledge Management Tools

Goal of Knowledge Management

And Exploitation Of Knowledge

Ultimately, KM can be interpreted as the ability

Goal of Knowledge Management contd.

KM focus on organizational objectives

The sharing of lessons learned Competitive advantage

Management of knowledge as a strategic asset

Knowledge Management Framework

Knowledge management (KM)

KM efforts can help individuals and groups;

KM efforts can help individuals and groups;

to reduce redundant work

To retain intellectual capital as employees turnover in an organisation, and

tacit knowledge and explicit knowledge.

Tacit knowledge & Explicit knowledge

Explicit knowledge represents knowledge that the

Tacit knowledge convert Explicit knowledge

Second proposed framework

embedded knowledge of a system outside of a

Third proposed framework

Pillars of Knowledge Management

knowledge they need that other individuals have

associated with a particular subject on an ad hoc

Other knowledge management strategies for companies include:

Best practice transfer Competence management (systematic evaluation and

Other knowledge management strategies for companies include:

Knowledge brokers (some organizational members take on

whom to talk about a specific subject)

Achieving shorter new product development cycles

Leveraging the expertise of people across the organization

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