Course: 0224M - Knowledge

Management

Introduction to Knowledge
Management (KM)
Week 1

A light bulb in the socket is

worth two in the pocket.
- Bill Wolf (1950-2001)

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Learning Outcomes
Use a Framework and clear language for
Knowledge Management concepts.
Define key knowledge management concepts
such as intellectual capital, organizational
learning and memory, knowledge taxonomy, and
communities of practice using concept analysis.
Provide an overview of the history of knowledge
management and identify key milestone.
Describe the key rols and responsibilities required
for knowledge management applications
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Acknowledgement
These slides have been adapted from
Dalkir, K. (2011). Knowledge
Management in Theory and Practice.
The MIR Press. USA. ISBN: 9780262015080. (Chapter 1)

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Sub Topics

What is Knowledge Management?

Multidisciplinary nature of KM
The two major types of knowledge
History of KM
Organizational perspectives on KM
Why is KM important today?

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Introduction
The ability to manage knowledge is becoming
increasingly more crucial in todays knowledge
economy. The creation and diffusion of knowledge
have become ever more important factors in
competitiveness.
Knowledge is being regarded as a
valuable commodity that is embedded
in products
(especially high-technology products)

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Introduction (Cont.)
Davenport and Prusak (1998, p. 2) provide the following
distinctions between data, information, and knowledge

DATA

A set of discrete, objective facts about events.

INFORMATI
ON

A message, usually in the form of a document

or an audible or visible communication

KNOWLEDG
E

A fluid mix of framed experiences, values,

contextual information, and expert insight that
provides a framework for evaluating and
incorporating new experiences and information. It
originates and is applied in the minds of knowers. In
organizations, it often becomes embedded not only
in documents or repositories but also in
organizational
routines, processes, practices, and norms.

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What is Knowledge Management?

Knowledge management (KM) was initially defined as the
process of applying a systematic approach to:
the capture, structure, management, and dissemination
of knowledge throughout an organization in order to
work faster, reuse best practices, and reduce costly
rework from project to project
(Nonaka and Takeuchi, 1995; Pasternack and Viscio,
1998; Pfeiffer and Sutton, 1999; Ruggles and
Holtshouse, 1999).

What is Knowledge Management?

(Cont.)

Knowledge management is the deliberate and

systematic coordination of an organizations people,
technology, processes, and organizational structure in
order to add value through reuse and innovation.
This coordination is achieved through creating,
sharing, and applying knowledge as well as through
feeding the valuable lessons learned and best practices
into corporate memory in order to foster continued
organizational learning.

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What is Knowledge Management?

(Cont.)

Strategies and processes designed to identify, capture,

structure, value, leverage, and share an organizations
intellectual assets to enhance its performance and
competitiveness.
Its based on 2 critical activities:
1.Capture and documentation of individual explicit and
tacit knowledge.
2.Its dissemination within the organization.
(The Business Dictionary,
http://www.business-dictionary.com/definition/Knowledge-management.html)

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Multidisciplinary Nature of KM
Help Desk System

Database Technologies
Collaborative Technologies

Cognitive Science

Organizational Science

KM
DISCIPLINES

Technical Writing

Electronic Performance Support

System

Artificial Intelligence
Document and Information
Management
Web Technologies
Library and Information
Science
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Decision Support System

The 2 Major Types of Knowledge

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The 2 Major Types of Knowledge:

Tacit VS Explicit

Source : http://www.cognitivedesignsolutions.com/KM/ExplicitTacit.htm
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The 2 Major Types of Knowledge:

Comparison of properties of Tacit
and Explicit
Explicit Knowledge
Tacit Knowledge Knowledge
Ability to adapt, to deal with
new and exceptional
situations.
Expertise, know-how, knowwhy and care-why.
Ability to collaborate, to share
a vision, to transmit a culture
Coaching and mentoring to
transfer experintial knowledge
on a one to one, face to face
basis

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Ability to disseminate, to
reproduce, to access and to
reapply throughout the
organization.
Ability to teach, to train.
Ability to organize, to
systematize; to translate a
vision into a mission
statement, into operational
guidelines.
Transfer of knowledge via
products, services and
documented processes

The Concept Analysis Technique

The concept analysis approach rests on
obtaining consensus on three major dimensions
of a given concept (as shown in Figure on the
next slide):
1. A list of key attributes that must be present in the
definition, vision, or mission statement.
2. A list of illustrative examples.
3. A list of illustrative non-examples.

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The Concept Analysis Technique

(Cont.)

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Key Attributes of KM
(Ruggles and Holtshouse, 1999)
Generating New Knowledge
Accessing valuable knowledge
from outside sources
Using accessible knowledge in
Decision Making
Embedding knowledge in process,
products
and/or
services
Representing knowledge in
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documents, databases, and

software

Key Attributes of KM (Cont.)

(Ruggles and Holtshouse, 1999)
Facilitating knowledge growth
through culture and incentives
Transferring existing knowledge
into other parts of the
organizations
Measuring the value of knowledge
assets and/or impact of KM
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History of KM

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Developmental Phases in KM
History
Developmental Phases in KM History

2000

Personalization

1980

Virtualization
1950*

Computerization

Communications

1850

Transportation

Industrialization

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1900

1800

* Birth of the Internet, 1969

KM Milestones

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KM History: From Physical Assets

to Knowledge Assets
Intellectual capital is often made visible by
difference between the BOOK VALUE and the
MARKET VALUE of an Organization.
Intellectual Assets Represented by the sum
total of what employees of the organization know
and know how to do.
The Value of Knowledge Assets is at least equal to
the cost of recreating this knowledge

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KM History: Three Level

Intellectual Capital
Three Levels of Intellectual Capital
Intellectual Capital

Increasing Complexity

Strategic

Political Negotiation
Mainly Subjective

Tactical

Operational
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Technical integration
Mainly Objective

Organizational Perspectives of KM
Wiig (1993) considers KM in organizations from three perspectives,
each with different horizons and purposes:
Business Perspective : focusing on why, where, and to what extent
the organization must invest in or exploit knowledge. Strategies,
products and services, alliances, acquisitions, or divestments should
be considered from knowledge-related points of view.
Management Perspective : focusing on determining, organizing,
directing, facilitating, and monitoring knowledge-related practices
and activities required to achieve the desired business strategies and
objectives.
Hands-on Perspective : focusing on applying the expertise to
conduct explicit knowledge-related work and tasks.

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Why is KM important today?

The major business drivers behind todays
increased interest and application of KM lie in 4
key areas:

#1
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Globalizat
ion of
Business

Organizations
today are more
global multisite,
multilingual, and
multicultural in
nature

Why is KM important today?

(Cont.)

#2
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Learner
Organizat
ions

We are doing
more and we are
doing it faster, but
we also need to
work SMARTER
as KNOWLEDGE
WORKER
increased pace
and workload

Why is KM important today?

(Cont.) We are more

#3

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Corporate
Amnesia

We no longer expect to
work for the same
organization for our
entire career

mobile as a
workforce, which
creates problems
of knowledge
continuity for the
organization, and
places continuous
learning demands
on the
KNOWLEDGE
WORKER

Why is KM important today?

(Cont.)

#4

Technolog
ical
Advances

We are more
connected IT
advanced have
made connectivity
not only
ubiquitous but has
radically changed
expectations

We are expected to be on at all times and the turnaround

time in responding is now measured in minutes, not week
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KM for Individuals, communities,

and Organizations
For the Individual

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Helps people do their jobs and save

time through better decision making
and problem solving
Builds a sense of community bonds
within the organization
Help people to keep up to date
Provides challenges and
opportunities to contribute

KM for Individuals, communities,

and Organizations (Cont.)
For the
Community
Of Practice

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Develops professional skills

Promotes peer to peer mentoring
Facilitates more effective networking
and collaboration
Develops a professional code of
ethics that members can adhere to
Develops a common language

KM for Individuals, communities,

and Organizations (Cont.)
For the Organization

Helps drive strategy

Solves problems quickly
Diffuses best practices
Improves knowledge
embedded in products and
Cross fertilizes ideas and increases opportunities for
services
innovation
Enables organizations to better stay ahead of the
competition
Builds organizational memory
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Why is KM Important Today?

Summary of the Three Major Components of KM

Containers

Communities

Contents

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