introduction to knowledge management
DESCRIPTION
Seminar in KMTRANSCRIPT
Topic 1: INTRODUCTION TO KM
MLS 761: SEMINAR IN KNOWLEDGE MANAGEMENT
PREPARED FOR:DR. DANGMERDUWATI BINTI HASHIM
PREPARED BY : AMIRA IDAYU BINTI MOHD SHUKRY
FADDLIZA BINTI MOHD ZAKISITI BASRIYAH BINTI SHAIK BAHARUDIN
ZALINA BINTI ABDUL RAHIM
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
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
Knowledge Management (KM)
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.
Knowledge Age is the third wave of human socio-economic development.
1st wave was Agricultural Age Wealth was defined as ownership of land2nd 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)
Cont.
Two Kinds of Knowledge
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)
So…what is knowledge management?
“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.”
McInerney, C. (2002). Knowledge management and the dynamic nature of knowledge. JASIST, 53 (2).
Interdisciplinary Nature of KM
(Kimiz Dalkir, 2005)
"The capabilities by which communities within an organization capture the knowledge that is
critical to them, constantly improve it and make it available in the most effective manner to
those who need it, so that they can exploit it creatively to add value as a normal part of their
work“
(GlaxoSmithKline)
“The creation and subsequent management of an environment which encourages knowledge to be
created, shared, learnt, enhanced, and organized for the benefit of the organization and
its customers.”(Maryam Sarrafzadeh, Bill Martin, Afsaneh Hazeri,
2006)
Summary of KM Definition
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.
History of KM
The history of managing knowledge goes back to the
earliest civilizations (Wiig, 1997).
(Kimiz Dalkir, 2005)
KM Milestones
(Kimiz Dalkir, 2005)
Present and Future State of KM
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.
http://www.unc.edu/~sunnyliu/inls258/IntroductiontoKnowledge_Management.html
KNOWLEDGE MANAGEMENT
The elements of a KM Initiative
The importance of KM for competitive edge in the K-economy
Presented by:MS. AMIRA IDAYU BINTI MOHD SHUKRY
ELEMENTS OF A KM INITIATIVE
ppi.fsksm.utm.my/staf/shahizan/personal/data/ICKM05.pdf
Model by Nonaka and Takeuchi, 1995
Cont.
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.
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
face-to-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 c) Combination
Combination of various elements of explicit knowledge to form more complex and systematic explicit knowledge
d) Internalization
Understand explicit knowledge
Closely linked to learning by doing
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
Cont.
PILLARS OF K-ECONOMY
ICT
INNOVATION
KNOWLEDGE ECONOMY
EDUCATION
INFORMATIC
KNOWLEDGE
MANAGEMENT
INFORMATION SOCIETY
KNOWLEDGE SOCIETY
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
KNOWLEDGE MANAGEMENT
The evolution of KM
Information management and KM
Presented by:MDM. SITI BASRIYAH BINTI SHAIK BAHARUDIN
THE EVOLUTION OF KM
The use of information technology in KM
KM has undergone a paradigm shift from a static, knowledge-warehouse approach towards a dynamic communication-based or network approach focusing more on tacit knowledge. KM is a dynamic people-centric approach especiqlly on cultural problems and motivational issues in knowledge sharing.
●Business process reengineering
● Communities & colaboration
● Tacit knowledge
● Incentives and reward
KM has evolve from the combination of 2 factors :1.The business world’s 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
INFORMATION MANAGEMENT
● Focuses on information as a resource or collection.● Practitioners select, describe, classify, index, and abstract this information to make it more accessible within and outside the organization. ● IM is concerned to provide transparent and standardized access using technology by storing and organize information.
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.
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
1. Interplay Between Information and Knowledge Information can easily, organized and distributed
whereas knowledge resides in one’s 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 sharing3. Organizational Learning and KM Organization can learn through self-knowledge, dialogue and reuse the existing knowledge into new information4. Broad Concepts of KM - Time, Context, transformations and dynamics, social space and knowledge culture5. 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)
KEY DIFFERENCES BETWEEN INFORMATION MANAGEMENT AND KNOWLEDGE
MANAGEMENT
KNOWLEDGE MANAGEMENT
Explicit Knowledge, tacit knowledge and the knowledge infrastructure
KM and ethics
Presented by:MS. FADDLIZA BINTI MOHD ZAKI
Tacit knowledge Explicit knowledge
Ability to adapt, to deal with new an exceptional situations
Ability to disseminate, to reproduce, to access and to reapply throughout the organization
Expertise, know-how, know-why and care-why
Ability to teach, to train
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-to-one, face-to-face basis
Transfer of knowledge via products, services and documented processes
Tacit Knowledge and Explicit Knowledge
KNOWLEDGE INFRASTRUCTURE
Top Management Support
Customer Knowledge
IT
Social Capital
• 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)
KM and ethics
Landmarks Fences DMZs (demilitarized
zones)
High-level ethical guideline often built upon the company’s culture
Explicit boundaries that show exactly where an important ethical lines lies
Concerned with active compliance monitoring
Boundaries in ethics for KM
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.
Conclusion
ReferencesDalkir, Kimiz (2005). Knowledge management in theory and practice.
Amsterdam ; Boston : Elsevier/Butterworth Heinemann
Groff, Todd R. & Jones, Thomas P. (2003). Introduction to knowledge management: KM in business. Amsterdam: Butterworth Heinemann.
Juhana Salim, Mohd. Shahizan Othman & Sharhida Zawani. (2005). Integratedapproach to knowledge management initiatives programme: towards designing an effective knowledge management system. International Conference on Knowledge Management,1-23. Retrieved July 10, 2011, from http://www.eg2km.org/articles/Enriching%20KM%20in%20R&%20D%20Organisation%20-%20A%20Malaysian%20Perspective.pdf
Mbanananga, N., Dr. (2006). Knowledge management & knowledge economy. Medical research council. Retrieved January 10, 2011, from http://www.esastap.org.za/esastap/pdfs/presents_kad_mba_2006.pdf
Milovanović, S. (2006). Knowledge sharing between users and information specialists: Role of trust. Retrieved January 5, 2011, from http://www.12manage.com/methods_nonaka_seci.html
ReferencesNancy Dubois, Tricia Wilkerson (2008). Knowledge Management: Background
Paper for the Development of a Knowledge Management Strategy for Public Health in Canad. . Retrieved January 10, 2011, from http://www.nccmt.ca/pubs/KMpaper_EN.pdf
Sarrafzadeh, Maryam, Martin Bill, Hazeri, Afsaneh (2006). “ LIS professionals and knowledge management: some recent perspectives”, Library management, Vol. 27 No.9, pp. 621-635.
Srikantaiah, T.K. (2001). Knowledge management: A faceted overview. In Srikantaiah, T.K. , & Koenig, M. (Ed.), Knowledge
management (pp. 7-17). New Jersey: Information Today Inc.
Waddell, Dianne, Stewart, Deb (2008). “Knowledge management as perceived by quality practitioners”, The TQM Journal, Vol.20 No. 1, pp. 31-44
William Ives, Ben Torrey, Cindy Gordon, (1997). "Knowledge Management: An
Emerging Discipline with a Long History", Journal of Knowledge Management, Vol. 1 Iss: 4, pp.269 – 274.
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