THE DISTINGUISHING FACTORS IN SOCIAL

MEDIA AGE AND KNOWLEDGE MANAGEMENT AGE IN 1990S

Presented By: Vinaykumar D V

DEFINITION

"Knowledge management is a discipline that promotes an integrated approach to identifying, capturing, evaluating, retrieving, and sharing all of an enterprise's information assets. These assets may include databases, documents, policies, procedures, and previously un-captured expertise and experience in individual workers.

EVOLUTION OF KNOWLEDGE MANAGEMENT

KM emerged as a scientific discipline in the earlier 1990s.[17] It was initially supported solely by practitioners, when Skandia hired Leif Edvinsson of Sweden as the world's first Chief Knowledge Officer (CKO).

Hubert Saint-Onge (formerly of CIBC, Canada), started investigating various sides of KM long before that. The objective of CKOs is to manage and maximize the intangible assets of their organisations.
Gradually, CKOs became interested in not only practical but also theoretical aspects of KM, and the new research field was formed. Discussion of the KM idea has been taken up by academics, such as Ikujiro Nonaka (Hitotsubashi University), Hirotaka Takeuchi (Hitotsubashi University), Thomas H. Davenport (Babson College) and Baruch Lev (New York University). In 2001, Thomas A. Stewart, former editor at FORTUNE Magazine and subsequently the editor of Harvard Business Review, published a cover story highlighting the importance of intellectual capital in organizations.

Since its establishment, the KM discipline has been gradually moving towards academic maturity. First, there is a trend towards higher cooperation among academics; particularly, there has been a drop in single-authored publications.
Second, the role of practitioners has changed their contribution to academic research has been dramatically declining from 30% of overall contributions up to 2002, to only 10% by 2009

Year 1959 1966 1989 1991 1995-96 1998 Peter F Drucker Michael Polyani Karl erik Sveiby Skandia First Business conferences World Bank The knowledge worker Tacit and Explicit knowledge Invisible balance Sheet First Corporate Appointment of VP for IP Building Awareness of KM Chooses KM as topic for annual world development report.

ADVANTAGES NEVER SOLVE THE SAME PROBLEM TWICE Knowledge Management Benefits at Work Help Customers Help Themselves Knowledge Management Benefits at Work Increase Customer Satisfaction and Loyalty

STRATEGIES FOR KNOWLEDGE MANAGEMENT

Hansen et al. (1999) have associated the understanding of knowledge management that we have termed the artefact oriented perspective with a so-called codification strategy which govern companies intend to collect existing knowledge and make it accessible to the rest of the organization. This form of strategy should be seen as an alternative, or more precisely a supplement, to the personification strategy, which focuses on the aspects that are difficult to express in a way based on codification. Thus the personification strategy in more in line with the process oriented perspective on knowledge management outlined above. While the codification strategy is a cornerstone in the bureaucratic organisation the personification strategy has seen its strength in the knowledge intensive organisations that rely on the competence of the individuals. The two strategies seem, according to Hansen et al. (1999), to dominate practice in general, which among other things may be due to the fact that they supplement each other instead of being mutually exclusive. Hansen et al. (1999) point out that often one of the strategies normally will have a more prevailing position in the organizations consciousness. However, knowledge management is multifaceted and our understanding of current practise has already been set by our epistemology.

SOCIAL MEDIA
Social media comprise the set of tools that "enable people to connect, communicate, and collaborate," and these tools include blogs, wikis and social network sites. These tools create a dynamic, complex information infrastructure that enables easier, faster, and more widespread sharing of information. These affordances make possible phenomena such as viral processes, and they can change how we are able to work and organize.

GUIDELINES FOR SOCIAL KNOWLEDGE MANAGEMENT

Remember that your organization is not Face book Dont expect the same level of participation as in external social networking sites Trust but verify Watch what happens Mine the information Accept that the media will change

ADVANTAGES

Facilitates open communication, leading to enhanced information discovery and delivery. Allows employees to discuss ideas, post news, ask questions and share links. Provides an opportunity to widen business contacts. Targets a wide audience, making it a useful and effective recruitment tool. Improves business reputation and client base with minimal use of advertising. Expands market research, implements marketing campaigns, delivers communications and directs interested people to specific web sites.

DISADVANTAGES Opens up the possibility for hackers to commit fraud and launch spam and virus attacks. Increases the risk of people falling prey to online scams that seem genuine, resulting in data or identity theft. May result in negative comments from employees about the company or potential legal consequences if employees use these sites to view objectionable, illicit or offensive material. Potentially results in lost productivity, especially if employees are busy updating profiles, etc.

CONLUSION On the surface they sound very similar, particularly for someone who had had experience with knowledge management. Both involve people using technology to access information. Both require individuals to create information that is intended for sharing. Both technologies profess support for collaboration. Knowledge management is what the company tells me I need to know based on what they think is important. Social media is how my peers show me what they think is important based on their experience in a way that I can judge for myself

Knowledge management, in practice, reflects a hierarchical view of knowledge to match the hierarchical view of the organization. Knowledge may originate anywhere in the organization, but under knowledge management it is channeled and gathered together in a knowledge base (cistern) where it is distributed based on a predefined set of channels, processes and protocols. Social media looks chaotic in comparison. There is no predefined index, now pre qualified knowledge creators, no knowledge managers, ostensibly little to no structure. Where an organization has a roof, gutters and cistern to capture knowledge, a social media organization has no roof allowing the rain to fall directly into the house collecting in puddles wherever they happen to form. That can be quite messy and organizations abhor a mess.