STRATEGIC HUMAN RESOURCE MANAGEMENT BY: Ms. NEHA TRIPATHI Assistant Professor

1. Project name
MBA SECOND YEAR
Faculty Name: Ms. NEHA TRIPATHI
ASSISTANT PROFESSOR
Subject name: STRATEGIC HUMAN RESOURCE
MANANGEMENT KMBHR04
Topic: STRATEGIC KNOWLEDGE MANAGEMENT

2. “STRATEGIC KNOWLEDGE
MANAGEMENT”
• Strategic knowledge management (SKM) relates to the processes
and infrastructures organizations use to attain, create and share
knowledge for formulating strategy and making strategic decisions
(Zack, 2002). A knowledge strategy defines the overall approach an
organization intents to take to align its knowledge resources and
capabilities to the intellectual requirements of its strategy.
• A knowledge strategy defines to overall approach an organization
intents to take align its knowledge resources and capabilities to the
intellectual requirements of its strategy. A strategic attitude is
necessary to achieve a sustainable competitive advantage.
•

3. Features/significance:
• Knowledge management strategic initiatives:
• Invest: Support of existing structures, competencies,
knowledge retention mechanisms, culture, external
network, and knowledge management systems
• Invest: Implement changes to structures, competencies,
knowledge retention mechanisms, culture, external
network, and knowledge management systems
• Divest: Remove obsolete knowledge

4. The KM Process Framework by
Bukowitz and Williams (1999)

6. The Knowledge Management
Process Model by Botha et al
(2008)

8. Knowledge Management
Processes

9. •Knowledge Discovery &
Detection
•Knowledge Organization &
Assessment
•Knowledge Sharing
•Knowledge Reuse
•Knowledge Creation
•Knowledge Acquisition

10. KM and Core Competencies
• Core competencies: Definitions vary greatly. The term was originally
coined by Pralahad and Hamel (1990) who defined it as "the collective
learning of the organization, especially how to coordinate different
production skills and integrate multiple streams of technologies". Since
then it has been defined in multiple ways, but very generally, core
competencies refer to the firm's primary expertise, which is a source of
sustained competitive advantage. Arriving at a more precise definition is
not necessary for our purpose here. Suffice it to say, that these are key
capabilities, which, from the resource-based perspective of the firm, are
the primary drivers of innovation and competitive advantage.

11. 1. Identifying and assessing core competencies: The firm
should map out its key competencies, possibly linking them
directly to specific core products. Then, an evaluation must take
place, assessing what one has vs. what one needs to have (as
determined by strategy and the competitive environment). KM is
responsible for identifying where the key knowledge is located,
including the tacit expertise and knowledge embedded in
products, routines, etc, as well as identifying knowledge gaps.
2. Sustaining core competencies: Organizational core
competencies, like all knowledge assets, have the virtue of
improving rather than depreciating through use. Conversely, lack
of use will lead to erosion of any skill set. The role of KM here is
twofold, on the one hand, it must keep stock of the state of key
knowledge assets and, on the other, it must leverage key
knowledge assets across the organization.

12. The Five Ps of Strategic Knowledge
Management
• Planning – Careful planning ensures the knowledge core is defined and
supported. Careful strategies to build effective systems and processes and to
monitor their long term effectiveness facilitate good knowledge management.
• People – Knowledge management relies on people to provide the knowledge and
to use it effectively. They also contribute to system development. The creation
of a social community and knowledge webs are important elements of any
community.
• Processes – Various systems and processes need to be established to facilitate
the easy transferrable of knowledge across members and channels.
• Products – Similarly, clear definition of the critical knowledge objects and
outcomes assists with preserving and facilitating access.
• Performance - Long-term and short-term outcomes need to be considered and
monitored to ensure the knowledge community is effectively building its
knowledge strategy. Evaluation is an important part of knowledge management.

15. THANK YOU