Installing and Managing Workable Knowledge Management Systems
Ikujiro Nonaka proposed a model SECI , for Socialization, Externalization, Combination, Internalization which considers a spiraling interaction between explicit knowledge and tacit knowledge. Hayes and Walsham describe knowledge and knowledge management as two different perspectives. Early research suggested that KM needs to convert internalised tacit knowledge into explicit knowledge to share it, and the same effort must permit individuals to internalise and make personally meaningful any codified knowledge retrieved from the KM effort.
Subsequent research suggested that a distinction between tacit knowledge and explicit knowledge represented an oversimplification and that the notion of explicit knowledge is self-contradictory. A second proposed framework for categorizing knowledge dimensions distinguishes embedded knowledge of a system outside a human individual e. A third proposed framework distinguishes between the exploratory creation of "new knowledge" i. Knowledge may be accessed at three stages: One strategy to KM involves actively managing knowledge push strategy.
Another strategy involves individuals making knowledge requests of experts associated with a particular subject on an ad hoc basis pull strategy. Other knowledge management strategies and instruments for companies include: Multiple motivation s lead organisations to undertake KM. Workflow, for example, is a significant aspect of a content or document management systems, most of which have tools for developing enterprise portals. Proprietary KM technology products such as Lotus Notes defined proprietary formats for email, documents, forms, etc. The Internet drove most vendors to adopt Internet formats.
Open-source and freeware tools for the creation of blogs and wikis now enable capabilities that used to require expensive commercial tools. KM is driving the adoption of tools that enable organisations to work at the semantic level,  as part of the Semantic Web: Some commentators have argued that after many years the Semantic Web has failed to see widespread adoption,    while other commentators have argued that it has been a success.
Knowledge management in law firms has evolved through three phases. The second phase focused on enterprise search to mine the growing volume of information managed by law firms. Legal industry specific search engines were deployed by many AmLaw law firms during this phase. Phase 3 was driven by changes in the legal market place and growing competition that led to price pressure and increased demands for efficiency from clients. A major focus of law firm KM today is in using historical billing information to generate alternative fee arrangements and more generally in the area of legal project management to more efficiently deliver legal services to clients.
From Wikipedia, the free encyclopedia. Not to be confused with Content management or Information management. Archives management Customer knowledge Dynamic knowledge repository Electronic Journal of Knowledge Management Ignorance management Information governance Information management Journal of Knowledge Management Journal of Knowledge Management Practice Knowledge cafe Knowledge community Knowledge ecosystem Knowledge engineering Knowledge management software Knowledge modeling Knowledge transfer Knowledge translation Legal case management.
Toward an applied compendium" PDF. Online Journal of Applied Knowledge Management. University of North Carolina at Chapel Hill. Archived from the original on March 19, Retrieved 11 September Retrieved 18 April Creating Knowledge Based Organizations. Strategic Learning and Knowledge Management. Knowledge Management Research and Practice.
The Center has developed partnerships with over 85 companies from 15 countries since its inception in Lee also serves as advisor to a number of global organizations: In addition, he is also a De Tao Master in Innovation http: He also served as advisor to a number of universities including Cambridge University and Johns Hopkins University. He is a frequently invited speaker and has delivered over invited keynote speeches at major international conferences and has over 20 patents and two trademarks.
He mentored his students to participate in PHM Data Challenge Competition and won the 1st prize five times since He is also an honorary advisor to Heifer International, a charity organization working to end hunger and poverty around the world by providing livestock and training to struggling communities. Currently in its sixth edition, the text has been translated into several languages and is used by hundreds of universities and more than a quarter million students.
He is author or co-author of some articles and books, including Tech Mining Wiley, and Forecasting and Management of Technology Wiley, Porter received a B. He served on the University of Washington faculty through , joining Georgia Tech in He holds a doctorate in organizational behavior from the Kellogg School at Northwestern University He is the author and co-author of 14 books, including: Learning from the Marvels of the Mind , and Change in Organizations He co-founded the international Health Care Technology Management Association and the series of conferences on the Hospital of the Future.
Since these conferences were held in the Netherlands, U. Geisler consulted for major corporations and for many government departments and agencies. He served on over a dozen editorial boards for major journals in the fields of technology management and organizational behavior. His current research, teaching, and consulting activities focus on the organization and commercialization of technology, and on the nature, progress and diffusion of human and organizational knowledge, and the management of knowledge systems.
He has the Chair for Technology and Innovation Management. He was representative-at-large of the TIM Division of the Academy of Management from until and responsible for the best dissertation award in In January he became the editor of the Project Management Journal. He hosted several international conferences: Previously, he was involved in various positions with the Costa Rica Institute of Technology, a public university that started in He served as a President of the University from to During his term in the Costa Rica Institute of Technology, the University acquired a strategic position in the development of Costa Rica by introducing new technology programs and building strong ties with the attraction of foreign direct investment and the support of small and medium enterprises.
Another important academic challenge for Mr. In the area of planning and developing a country vision for Costa Rica, Mr. This effort was supported by numerous professionals from academia, industry and government.
Installing and Managing Workable Knowledge Management Systems
He has also served as both advisor and consultant for various government agencies, academic institutions and private companies. Since his retirement in , Mr.
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The speed of transactions in the dynamic economy requires the ability to interpret and respond to information about changes in the environment almost instantaneously. Middle management is disappearing, leaving lower levels in the organisation with higher responsibilities. The amount of knowledge available on any subject is increasing to a level that is impossible to grasp in its entirety.
Finding and choosing knowledge that is of the highest value to the organization or the individual worker seems an almost impossible task. Organisations are required to apply new technologies and to innovate timely in anticipation of changes in the marketplace rather than as a reaction to business decline.
Knowing when, how and what to innovate therefore is a key competence for organisations Amidon, To cope with these characteristics, organisations need to think about the way they acquire or create, manage and use knowledge. In a broader sense there is a need to rethink society, the economy, organisations, work, methods and systems in terms of the role and requirements of knowledge.
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Knowledge management is an approach based on the central role of knowledge in organisations, with the objective to manage and support knowledge work and to maximise the added value of knowledge for the organisation cf. Knowledge management aims at identifying and analysing knowledge and knowledge work, and at developing procedures and systems for generating, storing, distributing and using knowledge in the organisation.
Knowledge management - Wikipedia
As information is an appropriate vehicle for representing, storing and distributing knowledge, information and communication technologies ICT play an important role in developing many knowledge management applications. Initially ICT has been used for rationalising and improving well-structured administrative business processes, and this remains by far the largest application area to date. Knowledge management focuses on other application areas, aimed at supporting intellectual, knowledge-intensive work such as carried out by managers, researchers, designers, consultants, etc.
However, knowledge management is more than just the application of ICT for managing knowledge-intensive applications. Knowledge management is predominantly a new way of thinking about modern organisations. As a discipline, knowledge management helps managers to relate all aspects of the organization to knowledge issues, answering questions such as how to support knowledge workers, how to transform knowledge into successful products and services, or how to maintain knowledge-rich relationships with the external world e.
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- Installing and Managing Workable Knowledge Management Systems.
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Perhaps the best definition of knowledge management is that essentially it is management of knowledge intensive organisations. What will remain is a set of new and productive concepts, work methods and technical solutions that allow organisations to operate at a higher level of intelligence than before. The objective of knowledge management is to create added value for the organisation at three distinct levels: Many different disciplines have joined the bandwagon of knowledge management.
It is interesting to see that each of them tends to claim knowledge management for itself.
Economists argue that knowledge management is all about operating in a knowledge economy, and that therefore knowledge management is the domain of the economist. But human resources professionals argue that the aim of knowledge management is to ensure that people in the organisation have the right level of knowledge and skills.
They claim responsibility for knowledge management. IT-professionals and librarians also claim knowledge management for themselves. They argue that knowledge can be managed by means of storage and retrieval systems, distribution networks, etc. Due to the fact that so many disciplines claim responsibility for knowledge management, it comes as no surprise that we see many different approaches in current practice. Examples of these are: Human resource management, aimed at hiring or training people in order to have the right knowledge and skills. Library and information services, aimed at providing the required knowledge information resources and access systems.
Administrative systems, aimed at extending systems to include higher level knowledge in addition to factual administrative data. Network services, aimed at developing an Intranet for internal knowledge access and distribution. Knowledge and expert systems, aimed at developing rule-based systems for automatically performing intelligent tasks e. In practice, knowledge management is supported by people working in these different areas. As a result, knowledge management can take on quite different meanings to people operating at lower levels in the organisation, depending on where e.
HRM, the library, marketing and sales, the computing department in the organisation they are situated. Fully integrated knowledge management, however, should aim at combining these different approaches, and is therefore the concern of general management.
But perhaps the only people who do not claim knowledge management as belonging to their specific domain are general managers. A reason for this could be that they often tend to view management as a set of distinct functional specialisations: Knowledge management at least sounds like yet another functional specialisation. Knowledge management is the logical outcome of a number of recent developments in organisations: Nonaka and Takeuchi have defined two kinds of knowledge found in organisations: The difference between tacit and explicit knowledge can be seen as the difference between what I know as an individual and what we know as a group of individuals working together.
It is important to understand that within the context of knowledge management, knowledge encompasses far more than factual knowledge.