1. Part 2.
Basic ideas & principles
about knowledge
management
david.vallat@univ-lyon1.fr
2. Part 2. Contents
Definition
Objectives and benefits
Knowledge is…
Tacit vs explicit Knowledge
Universal vs Experiential Knowledge
david.vallat@univ-lyon1.fr
3. Definition
« Knowledge management (KM) is the process of
capturing, developing, sharing, and effectively using
organisational knowledge »
http://en.wikipedia.org/wiki/Knowledge_management
Knowledge Management (KM) refers to a multidisciplined approach to achieving organizational
objectives by making the best use of knowledge. KM
focuses on processes such as acquiring, creating and
sharing knowledge and the cultural and technical
foundations that support them.
david.vallat@univ-lyon1.fr
4. History
- 1991 (I. Nonaka): http://hbr.org/2007/07/theknowledge-creating-company/es
- 1999: personal KM
- 2006: KM and enterprise 2.0 (A. McAfee)
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5. Objectives and Benefits
(1)
Knowledge management can be seen as an
integrated approach to achieving organisational goals
by placing particular focus on "knowledge", now
widely considered as the new factor of production.
Knowledge management supports and coordinates
the creation, transfer and application of individual
knowledge in value creation processes.
Individual learning => organisational learning
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6. Objectives and Benefits
(2)
Knowledge is the basis for innovation
Innovation is the driving force behind long term
competitive advantage
Competitive advantage ensures corporate longevity
So…
david.vallat@univ-lyon1.fr
16. Types of Knowledge:
Tacit vs Explicit (1)
Michael POLANYI, The Tacit Dimension, University of Chicago
Press, 1966.
“we can know more than we can tell.”
Tacit knowledge can be distinguished from explicit knowledge in
three major areas
Transferring knowledge
Methods for acquisition
Potential of aggregation and modes of appropriation
1991 (I. Nonaka): http://hbr.org/2007/07/the-knowledgecreating-company/es
http://en.wikipedia.org/wiki/Tacit_knowledge
david.vallat@univ-lyon1.fr
17. Types of Knowledge:
Tacit vs Explicit (2)
Why distinguishing Tacit vs Explicit?
NONAKA, Ikujiro; TAKEUCHI, Hirotaka (1995). The knowledge
creating company: how Japanese companies create the
dynamics of innovation. New York: Oxford University Press.
p. 284
=> SECI Model
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21. Data/Information/Know
ledge
DATA is a set of objective facts about events
Data as an abstract concept can be viewed as the lowest
level of abstraction, from which information and then
knowledge are derived.
INFORMATION is a message
As with any message, it has a sender and a receiver.
Information is meant to change the way the receiver
perceives some-thing, to have an impact on his judgment and
behavior. It is data that makes a difference.
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22. Data/Information/Know
ledge (2)
DATA => INFORMATION
We transform data into information by
adding value in various ways:
Contextualizing
Categorizing
Calculating
Correcting
Condensing
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23. Data/Information/Know
ledge (3)
Information becomes knowledge, through:
Comparison
Consequences
Connections
Conversation
Knowledge is meant for action
A strong link between knowledge and
experience
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24. Recommended Reading
(Part 2)
OVERALL
-
Davenport, T. & Prusak, L. (1998), Working Knowledge: How Organizations
manage what they know, Boston: Harvard Business Review Press, 240 p.
TACIT/EXPLICIT
-
Nonaka, I. / Takeuchi H. (1995): The Knowledge creating company. How
Japanese Companies create the Dynamics of Innovation; New York: Oxford
University Press
-
Michael POLANYI (1966), The Tacit Dimension, University of Chicago Press.
KNOWLEDGE AS A COMPETITIVE ADVANTAGE
-
http://www3.weforum.org/docs/WEF_GCR_Report_2011-12.pdf
-
http://reports.weforum.org/global-competitiveness-report-2012-2013/
david.vallat@univ-lyon1.fr