Module 1 on Knowledge Management (KM) By Lionel Amarakoon/STC Session 1 (original) (raw)
Related papers
Principles of Knowledge Management: Theory, Practice, and Cases, 2015
Another key indicator of this knowledge management movement has been the appearance of the chief knowledge officers, or CKOs. They have started to emerge throughout industry as stewards of an enterprise's knowledge, and with a wide range of roles and responsibilities. Today, AMOCO, AMS, SAIC, KPMG, Monsanto, Andersen Consulting, PriceWaterhouseCoopers, and many other companies have CKO's. Furthermore, the federal government named its first CKO last summer, at the General Services Administration. Now, several other agencies, including the Navy, the Coast Guard and the Department of State have all named chief knowledge officers. [2] [3] Facing strong commercial and competitive pressures, many private enterprises have already launched substantial KM initiatives. And public agencies, facing the challenges of smaller budgets and privatization trends, are having to decide how to do more with less, and hence perform in a more focused and intelligent mode. What Is Knowledge? Going into an in-depth discussion of knowledge itself is not within the scope of this chapter. However, it is difficult to explain knowledge management without using knowledge at least as the starting point.
Knowledge Management–A Primer
Communications of the Association for Information …
Knowledge Management is an expanding field of study. In this paper we clarify and explain some of the terms and concepts that underlie this field. In particular we discuss knowledge and its related philosophies; how the sociotechnical aspects of organizations can assist in knowledge management and how communities of practice can thus be supported; how knowledge can be valued in an organization; and the idea of intellectual capital. We conclude that knowledge management is not an easy 'fix' to an organisation's problems. Implemented well it can increase productivity, improve worker collaboration, and shorten product development times. Implemented badly it may incur significant costs without delivering these benefits.
Knowledge management: A strategic agenda
Long Range Planning, 1997
Knowledge can be seen as a key source of advantage. Its importance has been recognized for a long time. Some scholars have realized that information can create wealth. What is happening today is that there has been a qualitative change in the way in which vast amounts of data can be collected and communicated. The risk is of information overload. To help avoid this, a discipline is needed which can distinguish between data and knowledge, can find ways to reduce the overload and can organize itself.
International Journal of Knowledge Management, 2020
Over of the past several years, there have been rigorous discussions about the significance of knowledge management (KM) within the organization and the society. The management of knowledge is endorsed as a significant and essential factor for organizational existence and maintenance of ambitious strength. This article provides an in-depth knowledge of factors affecting KM. Literatures from 1992 to 2018 are covered in this article, 169 research papers have been explored which are related to classification of knowledge, factors affecting KM, KM tools and its planning & application. Various frameworks related to the successful implementation of KM and KM implementation tools proposed by previous authors are presented in this research article. KM is defined, classification of KM is presented, factors affecting KM are shown and its implementation strategies & tools are elucidated in available literatures in discrete manner.
Introduction - The Essentials of Knowledge Management Introduction: Setting the Scene
2015
The activity that we now call knowledge management has been practised for thousands of yearsprobably ever since the first "organizers" in tribes or villages tried to think of ways to stop repeating the same mistakes. Coming up with new knowledge, sharing it with others, making sure it is retained for the future, refining it (learning from experience), understanding how to apply it and deciding when to discard it are all important parts of the human experience. Nevertheless it was only in 1986 that the explicit attempt to direct and combine these activities was given the name knowledge management, by Karl Wiig. Most of the work on knowledge management in the generation or so since then has been set in an organizational context, and that is the emphasis we take in this book. It is nevertheless worth bearing in mind that many of the principles of knowledge management apply at levels all the way from the individual (personal knowledge management) to nations or even (say) science itself. Knowledge management sits at the intersection of several disciplines, including organizational learning, computer science, human resource management, economics, psychology and strategic management. As a result, it is not very surprising that there is no single agreed view of what knowledge management is. 2 Indeed, some would go so far as to say that managing knowledge is not possible, and that the best that can be achieved is managing human "knowers." Perhaps the only aspects that everyone agrees on are that knowledge management is (at best) difficult, and that any knowledge management initiative in an organization has to be tailored to the particular context of that organization at that time. Knowledge management as a field acquired the status of a management "fad" in the mid-to late-1990s, with an explosion in the number of books and articles published about it, and it is fair to say that it has both benefited and suffered from this status. Nevertheless, unlike some other management fads, it has demonstrated its staying power, and is widely practised and studied worldwide today, even if not always under the precise name knowledge management. The aim of this book is to review the field of knowledge management with an operational research/management science mindset, encompassing both "soft" and "hard" aspects. This implies a holistic approach that gives a broader perspective than one based on any single viewpoint such as that of computer science or organizational learning. The various chapters represent the best knowledge management articles published in the 21st century in the journals Knowledge Management Research & Practice and the European Journal of Information Systems. All have undergone a rigorous double-blind review process, and the contributing authors include Ikujiro Nonaka, perhaps the biggest name in the knowledge management field, as well as others with equal reputations in associated fields such as George Huber (decision support) and Richard Baskerville (information systems). The contributing authors are based in nine different countries on four continents, showing the global nature of knowledge management.