Knowlegde management

Albert Einstein Learning Objectives After studying this weeks content you should be fitted to 2. 3. 4. 5. Define agniseledge management, intellectual capital, and establishmental learning. Identify specific shipway that organizations acquire and share cognition. Describe the experience creation process. Explain the brotherly function of trust in knowledge sharing. Identify organizational features which facilitate organizational learning.Lecture Overview What Is knowledge management? fellowship creation process Tacit and lucid knowledge familiarity sharing Definitions, history, and benefits Ability and willingness Organizational learning info Information Knowledge Data Information Knowledge a effect of discrete, objective facts about events Conceptualized Categorized Calculated Corrected Condensed data enable with relevance and purpose Comparison Consequences Connections Conversation a fluid ruffle up of framed figure, values, contextual knowledge and skilled insi ght.Source Davenport &038 Prussia, 1998. Justified true beliefs (Monika, 1994, p. 1 5) the individuals ability to draw distinctions within a elective domain of action, establish on an appreciation of context or theory, or both (Bell, 1999, p. Lexis) culture that is relevant, actionable and at least partially arsed on experience (Leonard &038 Sniper, 1998, p. 13) a fluid mix of framed experience, values, contextual information and expert insight (Davenport &038 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 cognize and extend it further (Mayo, 1998) Increased productivity Greater utilization of organizational knowledge base Reduction of redundancy &038 time searching for info.Increased organizational cohesion &038 cooperation Greater organizational learning KM Proposed Benefits Reduction of extra and time searching for information Wi der application of organizational knowledge base Reduction of pressure to do more with limited resources through building on others learning curves Increased morale through greater cooperation modify organizational communication and participation Where did KM come from? Three loving 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 cannot be digitized, codified or easily distributed. 3 Knowledge-Centric View of the Firm capability is knowledge (especially knowledge that is specific or inexplicit) (Prussia, 2001) Intellectual Capital Knowledge residing in the organizationsum of its Human Capital Knowledge that people possess and generate Social Capital Knowledge, trust, and norms of reciprocity in ones social network Structural Capital Relationship Capital Knowledge captured in systems and structures Values derived from sat isfied customers, reliable suppliers, etc.Knowledge Management Processes Acquisition Sharing social occasion Hiring talent Communication Awareness Acquiring firms practice Freedom to founder Individual learning Experimentation Developing a Learning taste Value the generation of new knowledge Reward experimentation have a go at it mistakes as part of learning Encourage employees to take reasonable risks apparent and tacit knowledge Explicit knowledge can be make and communicated from one person to another Tacit knowledge subtle information acquired through observation and experience cant be explicitly communicated, only practical through observation and experience Two Dimensions of Explicit Knowledge flourishing to communicate facts and figures models and theories protocols, procedures, formula Can be captured Difficult to communicate mistrust judgment experience-based insight getting things to work in practice Cannot be captured, but can be transferred The Explicit Dimensio n of Explicit refers to knowledge that has been reflected in some kind of medium such as in a document, image, process or tool.Examples Standard Operating Procedures Manuals Checklists Computer mark Tacit Knowledge Tacit knowledge is more important free-enterprise(a) advantage The economic moment 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 extremely personal and cannot be transferred without close personal contact. A technician abandons the standard operating(a) procedure because experience tells him that it is not appropriate in this situation An attendant digs deeper because something about the accounts makes her uneasy Two core processesCodification of knowledge into databases and repositories Facilitation of social knowledge sharing The Knowledge Creation Process Knowledge is created and s pread out through the social interaction between tacit and explicit From individuals to the conference Monika &038 Attacked, 1995 Sharing and creating tacit knowledge through direct experience solicitation Externalities Articulating tacit through dialogue and reflection Explicit Learning and getting new tacit knowledge in practice Monika, Attacked, Kong, Ottoman international Combination Stemming and applying explicit knowledge and Knowledge creation Solicitation give-up the ghost from tacit to tacit knowledge CROSS NO. 00213J e. G. New knowledge is expressed in a way that can be divided Combination move from explicit to explicit knowledge e. G. Working placement 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 o f Knowledge Types of knowledge Individual Organization tacit Databases Systems and procedures Skills Know-how