Global Journal of Management and Business Research: A Administration and Management Knowledge Management as an Extension of Organisational Learning Process Knowledge Management as an Extension of Organisational Learning Process (original) (raw)

Knowledge Management as an Extension of Organisational Learning Process

2018

It is no longer strange for individuals and organisations alike to appreciate that only organisations that are innovative will survive in very turbulent economic landscape. It is also a fact that innovations can only be achieved when an organisation continuously learns and becomes a learning organisation. A learning organisation is characterized by the stock of both tacit and explicit knowledge which it has acquired over time and how the stock of knowledge is utilized. The stock of knowledge becomes useful only when it is shared and utilized for the overall improvement in all organisational processes and human capital enhancement. This conceptual paper suggests that as important as the concept of knowledge management is, rather than treating it as a different management concept, it ought to be treated as a major component of organisational learning process. In fact, knowledge management is and should be an extension of organisational learning because when there is no learning; there...

Issues on knowledge management in organisations today

2006

The purpose of this paper is to discuss the issues on knowledge management that effect organizations embarking on a Knowledge Management journey(KM).KM is defined as the "conceptualization of an organization as an integrated knowledge system and the management of the organization for effective use of that "knowledge". "Knowledge" here refers to the "human cognitive and innovative processes and artifacts that support them.In an information society today, daily additional information and raw data are made available for employees.Organization converts knowledge and other resources into goods and services. The human mind stores data, generates information and forms fantastic ideas. Information once translated and transformed can mean revenue.Knowledge sharing can bring synergistic effect on organizations.Managers today realize that their own organization possess untapped resources-the human capital.A business entity has a tremendous capacity to create the r...

The Need of Knowledge Management in Organizations

The need for knowledge is as old as human history and the importance of this need is even more increased in the technology age of today. Anyone, regardless of his or her position, is in desire and in need to get the necessary scope-of-interest knowledge in order to keep up with the change and thus to be able to survive. Therefore, in this paper, a general overview of knowledge age and knowledge society is presented and the search points out the importance of knowledge management for organizations and the other related disciplines. After that, the main purpose of this research is laid out, that is, the employee’s attitude toward knowledge sharing and the relationship between their positions and knowledge sharing is explained. Finally, results are evaluated and our conclusions are proposed. It can be seen that sharing of knowledge is not suff iciently successful in the institution on which we carried out our survey. In addition, cognitive channels should be kept open, desire and attitudes of organization members for sharing of information should be increased in order to establish an intellectual capital management system in the institution.

Knowledge Sharing: A Key Role in the Knowledge Management Process

░ Abstract: Knowledge is and has remained a core competence of all thriving organizations and so, the management of knowledge will remain a key competitive strategy for any organization that wants to remain innovative, sustainable and profitable in this dynamic world of business volatility. The difference between one organization and another, in term of performance and skill utilization has been linked not only to the quality of their knowledge repositories, but also to how knowledge is shared among organizational members. This paper reviewed some extant literature and discovered that the most important of all knowledge management processes lies in knowledge sharing. Rather than keeping our stock of both tacit and explicit knowledge to ourselves, we should endeavor to share knowledge because our stock of knowledge does not deplete when we share it. Rather, knowledge sharing reinforces our knowledge base and makes knowledge to stick and become more permanent. As a matter of fact, the tacit knowledge which resides in the knower goes with the holder when he or she dies. This paper also supports the formulation of a conceptual framework that will establish a link between knowledge management and the organizational learning process.

THe need to manage knowledge in the organisation

Although much has been written on knowledge management (KM), the learning organisation and intellectual capital (IC), little, if any has been written about the relationship and correlation between KM and intellectual capital management. The challenge seems to be to provide integrated guidelines on how organisations can use both KM and IC for the formulating of a comprehensive intellectual capital management approach (CICM). The exceptional growth of information in the knowledge economy focuses attention on the importance of managing knowledge in organisations. These organisations are referred to as the so-called learning organisations. These are organisations that recognise the value of knowledge within the organisations Although there is a general consensus that the knowledge society and the knowledge economy has arrived, and that knowledge is a key business asset, organisations are still in the early stages of understanding the implications of knowledge management and intellectual capital. The rise of the “new economy” that is principally driven by information and knowledge, can be attributed to the increased prominence of intellectual capital (IC) in organisations. Intellectual capital features prominently in recent economic, managerial, technological and sociological developments in a manner previously unknown and largely unforseen. Although there are many similarities between KM and intellectual capital (IC), these concepts are not the same. KM relates to the creation of value, the gathering of ideas, the measuring of employee brainpower, and the conversion of taught knowledge into explicit knowledge that the organisation can codify and transfer. IC relates to the maximization of value. This achieved through the licensing of knowhow, patents, trademarks, and the use of intellectual capital to gain a competitive advantage. Further uses are to enter new markets, establish strategic alliances, and generate revenue. The proponents of the KM and IC approaches identify the benefits of each of these management approaches, but fail to see the connection or the interaction between KM and IC. It is possible in some industries that one approach may seem more important than the other. Nonetheless, for any organisation to succeed in the knowledge economy, it is essential to adopt both KM and IC approaches to some extent, as each deals with complementary strategic needs. What some organisations fail to see is that KM and IC are essential components for the total management of an organisation’s intellectual asset management. The question can now be asked: What can be done to ensure a successful relationship and effective correlation between knowledge management and intellectual capital in the organisation? This question will be answered with this paper.

A Study on Organisational Factors Influencing Knowledge Management Practices

IJSRCSAMS, 2018

Knowledge management has emerged as a new discipline in managing organization. Organisational factors have a crucial role in the process of knowledge management. In order to be successful organisational factors such as leadership, culture, organisational structure and information and communication technologywhich create the condition for creating sharing and using knowledge in organisation. Apart from the creation, transfer and use of knowledge, is essential that it promotes and creates new knowledge that will contribute to creating value for the organisation. The aim of this work is to point out the importance of organisational factors in knowledge management process. This research is theoretical in nature and method of study is purely based on reviews. It can be concluded that sufficient attention should be given to leadership, culture, organisational structure and Information and Communication Technology.

Knowledge Management: an Analysis From the Organizational Development

Journal of technology management & innovation, 2014

This research develops a theoretical framework on the implications of the organizational characteristics on the knowledge management (KM). The organizational characteristics are handled in this work as constructs, as they are complex concepts. This paper is based on a theoretical research, considering original and classic articles on KM. From a broad theoreticalconceptual research, the paper presents as a result five organizational constructs that support the KM process: human resources, team work, organizational culture, organizational structure and development and absorption of knowledge. The article presents the implications of these constructs in relation to the four phases of the KM process (acquisition, storage, distribution and use of knowledge).

THE IMPORTANCE OF KNOWLEDGE MANAGEMENT IN CONTEMPORARY MANAGEMENT

http://mmm-gi.blogspot.com/p/no3year-2013.html, 2014

Abstract:It is an undisputed fact that this is the age of knowledge and a time of constant changes which are unpredictable. The globalisation trends and ever increasing networking of economy, information, technology, management (…) give rise to intellectual and group knowledge, namely to intellectual capital as the nonmaterial part of an organisation’s capital. Formal education is not sufficient, and further training is required in line with contemporary requirements which the market imposes, in addition to it not providing development of personal skills which are necessary in everyday management, and which in synergy with professional knowledge provide for the proper results. Today, knowledge represents the most important capital of an enterprise, and it is necessary to develop an efficient and effective system of managing this resource, as it is that in particular which provides greater productivity, innovation, more qualitative performance of business activities, and provides competitive advantage. In previous periods the emphasis within organisations was on technology and technological changes, while today, in the age of knowledge technology continues to be important, but only as a product of internal engagement of intellectual capacities. Therefore, this imposes the fact that only through successful knowledge management enterprises are able to successfully manage their business.