knowledge management assignment pdf

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Book Title: Principles of Management

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Book Description: Principles of Management teaches management principles to tomorrow’s business leaders by weaving three threads through every chapter: strategy, entrepreneurship and active leadership. For questions about this textbook please contact [email protected]

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Principles of Management is adapted from a work produced by a publisher who has requested that they and the original author not receive attribution. This adapted edition is produced by the University of Minnesota Libraries Publishing through the eLearning Support Initiative. For questions about this textbook please contact [email protected]

Principles of Management Copyright © 2015 by University of Minnesota is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.

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Knowledge Management -MGMT630 Assignment 1

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The content of the essay can be considered as divided into three parts. The first part refers to the key issues around the concept of knowledge and KM, and the second part refers to the topic around the relationship among KM, KMS and IT. The final part refers to the empirical applications of KM in PBOs. This essay will firstly discuss the basic definition of knowledge and KM, and then focuses on the important features of KM, the basic process of KM, some criticisms about KM, the concept of KMS, relationship between IT and KM, some disadvantages of using KMS and adopting IT into KMS. Then the essay will focus on some empirical applications of using KM strategies in the construction industry and in consulting firms. This essay has analysed and concluded some important arguments. The concept of Knowledge can be regarded as the learning process of master new skills or understanding of new ideas. When referring to corporate firms, knowledge is close related to business practice and inventories. KM is used by firms to gain profits based on the approach of sharing knowledge effectively. The basic features of KM can help us to further understand the concept of KM. The first feature, which is strategy, is mainly based on the effective application of intellectual capital within the firm, and the second characteristic, which is culture, is mainly about workforce diversity that also related to equal pay issues. The third feature organizational learning refers to the exploitation and exploration of corporate knowledge. The first step of KM process, which is the knowledge creation theory, is closely associated with tacit and explicit knowledge and knowledge storage is based on organizational memory. The unsuccessful management of corporate culture is the main reason for the fails of western firms that use KM theories. The concept ‘KMS’ can be defined in terms of technological aspects or business strategies aspects. KMS can be a good platform for firms to integrate human capitals, technological software and corporate resources in order to gain profits. IT plays a significant role in KM since it relates to the search, the presentation, the integration, the transform, the communication and administration of knowledge. However, firms should carefully identify the target users and specific aims for using their KMS, and their employees’ learning behaviours. Consulting companies apply different KM strategies that based on two main different knowledge types: codified and personalized knowledge. Specific strategies for these firms have close relationship with filed include economic models of corporations, IT systems and human resource management.

Zenodo (CERN European Organization for Nuclear Research)

Titik Rosnani

Lionel R Amarakoon

Current Issues in Knowledge Management

Murray Jennex

This short chapter explores other motivations for organizations to implement KM. These motivations include obsolescence/innovation (these two go together as innovation leads to obsolescence), work process evolution, and persistence of knowledge. The goal of this discussion is to provide a basis for all organizations to justify KM initiatives that are not just event-based.

lisa elango

ARTICLE INFO ABSTRACT Knowledge Management is considered to be the most important aspect for a company to gain a competitive advantage in today's global scenario. Most IT companies in India provide solutions to companies all over the w knowledge management has become an apparent factor in companies, implementing knowledge management, its sustainability, process and initiatives are yet to be critically analyzed within context of the Indian IT firms. practices in one of the Top IT Organizations of Tamil Nadu, India. employees as Team Leads across various departments applied and all the 102 respondents were selected for the study. The researcher adopted the descriptive design to describe the degree of importance given by the organization towards the practice of Knowledge Manag Recourses towards Knowledge Management. Standardized tools were adopted and the reliability was reestablished to fit the organization. The results of the study demonstrate that Kn depicted at only a moderate level is still that it is t resources.

Theoretical Frameworks and Empirical Research

Anne-Marie Croteau

This chapter presents the results obtained after reaching a consensus among 100 knowledge leaders on their critical issues. These issues include the perceived knowledge management benefits and obstacles, the knowledge leaders’ roles and skills, as well as the technologies they used for implementing knowledge management initiatives. Using a Web-based Delphi method, the results indicate that an increase in internal knowledge sharing is judged to be the most significant of all perceived knowledge management benefits. Their most important role is to foster a knowledge sharing culture in their organization in order to overcome the most important obstacle: organizational culture. They also suggest that the key abilities they should possess are those of strong interpersonal and leadership skills. Finally, portals and information retrieval engines are found to be the most widely used technologies to develop and/or implement knowledge management initiatives.

Alim Uzzaman

The physical toil of manufacturing is being replaced by the world where we can work more with our head than hands (Sewell 2005: 685-6) (Hilshop, 2013), the statement clearly shows how important it is to control and manage our knowledge in this new era of knowledge economy. There are numerous ways that knowledge can be managed and there are no simple solutions to this challenge. This article starts by defining the term “knowledge” and explaining the fact how it can be managed using some key frameworks that are widely accepted by many firms, so that knowledge based resources can be managed effectively. It then identifies the barriers and suggests some steps to overcome those barriers. The article is based on published exploratory and primary research regarding knowledge management(KM) and results of applied KM application drawn from corporate sectors.

Long Range Planning

Paul Quintas

Glenn Fellows

By integrating work-engagement theory with conflict framework, this paper presents a model to demonstrate how 2 types of conflict (task and relationship conflict) affect employees' knowledge sharing through 3 psychological states (experienced meaningfulness, experienced safety, experienced availability) and work engagement. Employees (N = 139) in 2 software development companies in China responded to a survey. The results show that task conflict improved 2 psychological states (experienced safety, experienced availability) and work engagement, which, in turn, increased knowledge sharing. Relationship conflict deteriorated the 3 psychological states and work engagement, which, in turn, affected knowledge sharing. Theoretical and applied implications of these findings are discussed Knowledge sharing has increasingly become the norm in organizations, as organizational knowledge sharpens organizational competitive advantage in highly competitive environments (Kearns & Lederer, 2003). This potential benefit explains the popularity of knowledge-sharing issues in the academic field and the real business world. Some scholars have focused on the role of information technology (IT) in encouraging knowledge sharing (Lu, Leung, & Koch, 2006). Others have highlighted that the use of IT-based technologies is less important in increasing knowledge-sharing behavior than are organizational issues (Choi, Kang, & Lee, 2008), such as economic factors (e.

International Journal of Research in Economics & Social Sciences

prasanna Mohan Raj

In the industry era, organizations improved their efficiency, effectiveness through automating manual labour and reducing redundancy. In this Information era, success depends critically on the quality and effective management of knowledge which becomes the life blood of an organization. Knowledge has been described as information combined with experience, context, interpretation and reflection. Given the importance of such an asset, it is not surprising that organizations everywhere are paying attention to knowledge exploring what it is and how to create, transfer and use it more effectively. Knowledge Management (KM) has blossomed into a strategically important area for most organizations to gain competitive advantage. The knowledge-based perspective of the firm (Cole,1998) postulate that knowledge assets produce long-term benefits such as competitive advantage and sustainability in the face of a fluctuating economic climate. According to Gartner report, from 2006 to 2010 organizations will continue to invest in KM as one of the critical competencies in high-performance workplace (HPW) initiatives. A survey by Reuters found that 90 per cent of companies that deploy a Knowledge Management (KM) solution benefit from better decision-making, while 81 per cent say they notice increased productivity. It is found that, while 26 per cent of knowledge in the average organization is stored on paper and 20 per cent digitally, an astonishing 42 per cent is stored in employees' heads.This paper discusses how to manage knowledge effectively. In its introduction part, it gives light on the difference between data, information and knowledge. The paper gives light on 4 C’s framework of knowledge management. It concludes with suggesting road map for managing the knowledge effectively by identifying key success factors for knowledge Management.

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