Chapter 2

Knowledge Management
in Organization
 What is Knowledge ?
Knowledge is a fluid mix of framed experience, values,
contextual information, expert insight, and intuition that
provides an environment and framework for evaluating
and incorporating new experiences and information.

It originates in individual minds but is often embedded in

organizational routines, processes, practices, systems,
software, and norms.
Chapter 2 Knowledge Management 2
 Knowledge Management’s
value proposition
1. Knowledge integration is the engine of economic prosperity.
2. Unpredictable markets necessitate “organization abandonment”
3. KM lets you lead change so that change does not lead you.
4. Cross-industry amalgamation is breeding complexity.
5. Those who forget the past are condemned to repeat it.
6. A bridge is needed to across the Atlantic.
7. Tacit knowledge is mobile.
8. Knowledge application requires “water-cooler” and “coffee-machine”
cultures; IT barely support sharing.

Chapter 2 Knowledge Management 3

 What Knowledge Management
is not about

• KM ไม่ใช่การจัดความรู้ให้ผอู้ ื่นใช้
• KM ไม่ใช่การจัดความรู้เข้าสู่ระบบ
IT

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 What Knowledge Management
is not about
1. KM is not Knowledge Engineering. KM is a business problem
and falls in domain of information systems and management, not in
computer science. KM = Information System + people.
2. KM is about process, not just digital networks. KM goal is to
improve business process.
3. Km is not building a smarter intranet.
4. KM is not about one time investment.
5. KM is not about enterprise-wide “infobahns”. KM is on helping
the right people apply the right knowledge at the right time.
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Reasons for being successful
business?
1. Brand recognition
 Coke/Coca Cola 2. Industry-driven vision
 Walmart 3. Patterns and breakthroughs
4. Customer Royalty and its reach
 Microsoft/Intel
5. Innovation business ideas
 eBay 6. Anticipated future products
 Yahoo 7. Past achievements
8. Groundbreaking strategies
 AOL
 Citibank These companies are driven by and
valued for their knowledge not their
 Pfizer assets.
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 Case studies
 Drivers
– Knowledge Centric drivers
– Technology drivers
– Structural drivers
– Process focused drivers
– Economic drivers
 Problem symptoms
 Threat and KM Solutions
 Notes and Exemplars

Table 2-1 Amrit Tiwana p.19-29

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 Barriers to KMS
1. No recognition and reward for sharing knowledge
2. People are competitive & believe that knowledge increases
their power
3. No vehicle for storing & categorizing knowledge, or the
existing vehicle is difficult to use
4. They don’t know anyone who would be interested in what
they want
5. They don’t share knowledge because they are not aware of
what they know.

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 Summary
 Physical assets : production-oriented and
technologies = lose value as they are used.
 Knowledge increases in value.
 KM helps avoid unnecessary work
duplication, and repeated mistakes.
 KM can save your company from
“knowledge walkout”.
 KM can make your company a proactive
anticipator. “We must become the change
we want to be”.

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Assignment 1 ???

 State problems in your organization.

 What need to be done for a better
organization in term of using and
sharing knowledge.
• business process
• technology / infrastructure
• culture/ people

Chapter 2 Knowledge Management 10

A journey of a thousand miles

must begin with a single step.

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