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• KM

  Knowledge Management
• KM


  • Emerging field
  • Many issues to be resolved
  • Much learning yet to be discovered
  • Has not taken its final shape
• KM started taking shape and came into sight on the maps of seminars and conference organizers

  1990s
• First Generation (1990-1995)


  1. Defining KM

  2. Investigating the potential benefits of KM for businesses

  3. Designing specific KM projects
• Second Generation (1996)


  1. KM's practical application to organizations

  2. Many organizations have started implementing KM

  3. KM research issues focus on business development, organizations, frameworks, operations, and processes
• Third Generation (2002)


  1. Focus on the link between knowing and action

  2. All knowledge is inherently social, cultural, and organizational knowledge can only be realized through organizational activity and practice change
• Explicit knowledge


  • Easily captured, documented, and shared
  • Can be readily written down, stored in a database, or explained in a lecture
  • Easy to communicate and share
  • Systematic and organized
• Tacit knowledge


  • Implicit, experiential, and often difficult to articulate or formalize
  • Know-how, intuition, and skills gained through experience
  • Highly personal and context-dependent
  • Difficult to capture and share
• Implicit knowledge


  • Unconsciously held knowledge that we acquire and utilize automatically without deliberate effort
  • Often the 'how' without the 'why'
• Knowledge Assets


  Intellectual resources that hold value for an organization
• Types of Knowledge Assets

  • Human Capital
  • Structural Capital
  • Supporting Technologies
• Data


  Unprocessed raw representations of reality
• Information


  Data that has been processed in some meaningful ways
• Knowledge


  Information that has been processed in some meaningful ways
• Wisdom


  Knowledge that has been processed in some meaningful ways
• Enlightenment


  Highest form of understanding
• Factors Influencing KM

  • Culture
  • Leadership
  • Technology
  • Organizational Adjustment
  • Employee Motivation
  • External Factors
• The Knowledge-Creating Company book by Authors Hirotaka Takeuchi and Ikujiro Nonaka was published

  1991
• Western Approach


  • Sees knowledge as formal, systematic, and objective
  • Often views organizations as machines for processing information
  • Relies heavily on formal structures and standardized procedures
• Japanese Approach


  • Recognize the importance of tapping into both explicit (formal) and tacit (personal, subjective) knowledge
  • Emphasize the significance of personal insights, intuitions, and skills of individual employees in driving innovation
  • See companies more as living organisms
  • Emphasize personal commitment, employee identity with the enterprise, and shared understanding of the company's mission and purpose
• SECI Framework


  • Socialization (tacit to tacit)
  • Externalization (tacit to explicit)
  • Combination (explicit to explicit)
  • Internalization (explicit to tacit)
• STEP 1 Identifying the Knowledge

  1. Knowledge shall be unique; it has never been documented in the organization

  2. Knowledge is needed to meet its objectives, even if it has only small contributions
• STEP 2 Creating Knowledge

  1. Exploration to develop knowledge

  2. Innovation entails applying creativity to the use of current knowledge to create new goods, procedures, or services

  3. Combination entails putting together knowledge or concepts that have already been learned from many sources to produce fresh insights or understanding
• Mentoring


  • A valuable work relationship where a senior member of an organization guides and supports a junior member in their career development
  • The mentor, who is experienced and holds a higher position, provides advice, counseling, coaching, and promotes growth for their mentee
• Three Crucial Elements in forming COPs

  • The Domain - A shared domain of interest
  • The Community - Members engage in joint activities and discussions, help each other, and share information
  • The Practice - Members develop a shared repertoire of resources: experiences, stories, tools, and ways of addressing recurring problems
• Who are its key enablers?

  • Stewards
  • Incentives
  • Physical or virtual spaces
  • Information Technology
  • Management support
• Knowledge mapping


  • Identifies key sources, opportunities, and knowledge gaps as well as barriers to knowledge flow
  • Encourages reuse and prevents reinvention, saving search time and acquisition costs
  • Highlights areas of expertise and suggests ways to build bridges to increase knowledge sharing and exchange
  • Determine if KM is already being practiced in the organization and to what degree it is being applied
  • Determine if the organization has the right conditions for building and sustaining systematic KM processes
  • Identify the organization's strengths and opportunities for improvement in managing knowledge
• APO Knowledge Management Assessment Tool


  A survey questionnaire designed to help organizations conduct an initial and rapid assessment of its readiness for Knowledge Management (KM)
• Seven Audit Categories

  • KM LEADERSHIP
  • PROCESS
  • PEOPLE
  • TECHNOLOGY
  • KNOWLEDGE PROCESS
  • LEARNING AND INNOVATION
  • KM OUTCOMES
• Expertise Locator


  An information technology (IT) tool to enable effective and efficient use and/or sharing of existing knowledge by connecting people who need particular knowledge and people who own the knowledge
• KM Maturity Model


  • A structured framework used to evaluate an organization's progress in implementing KM, identifying different levels of maturity
  • Provides an understanding of the KM maturity level of an organization based on adherence to a set of standard KM practices
  • Provides an objective assessment of the current level of KM activities in an organization
• Knowledge Cafe


  • A way to have a group discussion, to reflect, and to develop and share any thoughts and insights that will emerge, in a very non-confrontational way
  • Provide the opportunity for people to better discuss and reflect
• Advanced Search Tool


  Use advanced search tools to find specific posts, users, or hashtags. Like Search Filters, Location Search, Hashtag Search, User Search
• Knowledge Clusters


  • A group that—as a result of coming together in this new way—creates, innovates, and disseminates new knowledge
  • Regional Clusters are where groups of organizations come together, regardless of their size, around specific topics
• Communities of Practice (COPs)


  • Groups of people who share a concern or a passion for something they do, and learn how to do it better as they interact regularly
  • In the context of KM, COPs are formed to share and create common skills, knowledge, and expertise among employees
• VOIP


  • Sending of both audio and video signals between computers with the use of the internet and some equipment such as a webcam and a headset
  • Offers a free or very low-cost means of calling people anywhere in the world—provided that they have a suitable Internet connection
• Knowledge Portal


  • Enhances learning by facilitating the transfer of tacit knowledge through structured information, knowledge networks, communities, discussion forums, and collaborative workspaces
  • Supports the key strategic question that knowledge-driven organizations must ask: 'What are the key areas of knowledge, and what are our key knowledge assets that, if we managed them better, would make a big difference to achieving our objectives?
• Video Sharing


  The ability to publish video content, either to a specific audience or the entire world
• Brainstorming


  A simple way of helping a group of people to generate new and unusual ideas
• Learning Review (LR)


  • A technique used by a project team to aid team and individual learning during the work process
  • The purpose of a Learning Review is for team members to continuously learn while carrying out the project