Origins and domain of Knowledge Management
Technological development
Characteristics of knowledge
Knowledge Management as a Management Tool
Critical elements of Knowledge Management strategy
Tactic Knowledge Management
Knowledge Management and Process Performance
Outsourcing Concept
Advantages of Hiring UIUX Design Service Providers for Your Business
Knowledge Management Solution
1.
2. Origins and domain of Knowledge Management
Technological development
Characteristics of knowledge
Knowledge Management as a Management Tool
Critical elements of Knowledge Management strategy
Tactic Knowledge Management
Knowledge Management and Process Performance
Outsourcing Concept
5. Growth of KM has emerged from 2
fundamental shifts:
Downsizing strategy
Technological development
6. Downsizing => reduce overhead and increase profits
=> resulted in a loss of the knowledge =>
Organizations recognize that lost years of valuable
information and expertise and were now determined
to protect themselves against a recurrence.
Use technology and system to capture the knowledge
residing in the minds of their employees, easily shared
within organization.
Stored and reusable resource
7. KM is an attempt to cope with the explosion of
information and to capitalize on increased
knowledge in the workplace.
The emerging technological development
enables global sharing of information across
platforms and continents and serve as a tool
within an organization to use knowledge more
effectively.
8. Definition of knowledge:
Characteristics of knowledge
Tacit and explicit knowledge
9. Knowledge cannot easily be stored.
Knowledge involves the processing, creation, or
use of information in the individual mind.
Knowledge is information combined with
experience, context, interpretation, reflection,
and perspective.
Knowledge is ineffectual if it’s not used.
10. Tacit knowledge
is documented and public; structured, fixed-
content, externalized, and conscious. It can be
captured and shared.
Explicit knowledge
is resides in the human mind, behaviour, and
perception. People’s interactions and requires skill
and practice.
11. KM as an information handling tool
KM as an strategic management tool
12. KM is regarded as an information handling problem.
Acquisition of information, collecting;
Storage system, organized;
Archived by technologies, conversion of tacit knowledge to
explicit knowledge;
Utilization of information, sharing and exchanging.
13. Organizations must adjust their capabilities to constantly
changing complex external environment.
Must build systems for capturing and transferring internal
knowledge and best practices.
Expected outcomes of an organisation with KM:
improve performance, productivity, and competitiveness
improve effective acquisition, sharing and usage of information
improve decision making
capture best practices
reduce research costs and delays
more innovative organization.
14. Suggestions for critical elements must be included to
successfully create and implement a KM strategy.
The “so what?” question
Support from top management
Communication
Creativity
Culture and people
Sharing knowledge
Incentives
Times
Evaluation
15. 2 types of knowledge
Explicit knowledge
Embodies in a code or a language
Can be verbalized, communicated, processed,
transmitted and stored relativelt easily
Tacit knowledge
Rooted in action, procedures commitment, values and
emotions.
Acquired by sharing experiences, by observation and
imitaiton
16.
17. Tacit knowledge
as personal knowledge that each individual
possesses that is unique and once unlocked can be
creative contribution in an organization
Critical to the key organizational task of creating
new knowledge, generating new products and
improving new business procedures leading to
innovation.
18. Knowledge conversion – SECI
Socialisation (from tacit knowledge to tacit
knowledge)
Externalisation (from tacit knowledge to explicit
knowledge)
Combination (from explicit knowledge to explicit
knowledge)
Internalisation (from explicti knowledge to tacit
knowledge)
21. Can be transferred both in and outside the
organization
Inside the organization
Enhance the tacit know-how competence
Outside the organization
Recruit the right individuals with the requisite education or
work experience
By acquiring parts of or whole new companies
By engaging appropriate consultants or building network
with other companies.
23. Barriers
Fear of losing ownership
A position of privilege
Superiority
Lack of insufficient rewards
Unaware their knowledge might be interest to
others
24. Human related factors such as Motivation,
Commitment, Hopes and Rewards
Good relationship, trust and openess between
sender and recipient
Behavior of the management leader as role
models to offer reward for imitation
Personal interaction processes: Informal
atmosphere and face-to-face
25.
26. Processes are activities that use resources to stimulate
and bring about change.
Process improvements focus on being more responsive
to customers and improve performance in quality, time,
speed and reliability with reduced production costs.
27. Radical improvements in numerous performance
dimensions simultaneously were attained through
quality management approaches.
Total quality management approaches identify an
organisation as a set of business processes incorporated
for operational and strategic levels.
28. Business process management manages these flows of
materials, people and information.
Links strategy to operational implementation and
defines management responsibility focused on
processes rather than functions.
These processes allows knowledge to play an important
role in organisational effectiveness.
29. Can the incorporation of ideas about knowledge
processes lead to greater effectiveness in operational
processes for the organisation?
Will taking a knowledge management approach help to
open up new possibilities?
30. Knowledge management (KM) focuses on core
competences providing sustainable advantage over
competitors
KM accepts that processes, people and technology
come together to improve organisational effectiveness
through learning.
KM processes with greatest impact on operations are
the creation, transfer, embedding and using of
knowledge
31. Creation – network of experts with access to
knowledge technologies to produce solutions in the
problem solving domain.
Transfer – individuals within networks who facilitate
the access and transfer of knowledge.
Embedding – organisational effectiveness through
incorporation of knowledge into organisational
processes
32. Knowledge based process management leads to
improved capability and performance through three
conversion processes:-
Improvement or change of form – manufacturing of goods
Care and counter effects of potential harm – crowd control
Transfer or change of place – transport and telecomunications
33. The knowledge model addresses customer knowledge
with an holistic approach to gain understanding of the
needs, condition and expectations of the customer.
The knowledge equivalent of material supply chain is
the basis of a model applicable to variety of
operational processes in manufacturing, public
administration and consultancy.
34. Knowledge processes are supported by
information and communication technology in
4 areas;
Databases
Decision support tools – Artificial Intelligence
Group ware – Email, Video Conferencing
Net technology – Intranets
35. Application of KM in operations to assess KPIs:
Quality, dependability, responsiveness and speed of
delivery system
Flexibility of operational processes
Cost reduction
Issues addressed by KM:
Increasing market turbulence
Reduced tolerance for trade offs in performance
Network organisations
36. Knowledge processes require effective
collaboration, used as source of competitive
advantage and forces constant examination of
operational processes
KM introduces new measures of customer
service and efficiency by allowing managers to
reduce the effects of difficult processes and
achieve operational success
37. KM assists in the planning and control of
achieving performance excellence and enables
improvements to operational processes.
38.
39. Knowledge Management ( KM )
how organizations capture knowledge from
experts with the organization, and formalise and
package knowledge assets for dissemination and
reuse by other employees ( Markus 2001 )
Knowledge Outsourcing ( KO )
The external experts are clearly contracted to
generate knowledge-intensive assets which are
subsequently internalized by the organization.
40. Information systems where there has already
been significant study in outsourcing as
starting point to conceptualize to KO.
Is a business transaction which involves
contracting or selling an organisation’s IT
assets., people and activities to a third party
supplier. ( Kern 1997 )