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Knowledge must be relevant and actionable.

Relevance is preferable to completeness.

The Four Main Processes

Knowledge Generation ? where does the knowledge come from?

? Knowledge creation (exploration): experimenting, seeking new alternatives

examples include R&D; adapting to change or market competition;

? Knowledge sharing (exploitation): using and developing existing knowledge

examples include buying in knowledge; shared problem solving; communities of practice (informal networks of employees)

Knowledge Capture ? recording the knowledge

? Scanning ? either electronically by sifting through emails and records; or by humans, interpreting stories, news, rumours and employees' expertise;

? Organising ? sorting and categorising information so it can be retrieved easily;

? Knowledge Maps ? a ?where-to-find' for an organisation's knowledge; can include databases, documents, webpages, employees' phone numbers and expertise, details of outside consultants, client histories

Knowledge Codification ? the format for storing and transmitting knowledge

Knowledge Transfer ? the absorption and interpretation by a new individual

TO

Tacit Knowledge

Explicit Knowledge

FROM Tacit

Knowledge

Socialisation

Transferring tacit knowledge through shared experiences, apprenticeships, mentoring relationships, on-the-job training, ?talking at the water cooler'

Externalisation

Articulating and thereby capturing tacit knowledge through use of metaphors, analogies, models and stories

Explicit

Knowledge

Internalisation

Converting explicit knowledge into tacit knowledge; learning by doing; studying previously captured explicit knowledge (manuals documentation) to gain technical know-how

Combination

Combining existing explicit knowledge through exchange and synthesis into new explicit knowledge

Knowledge transfer: all information must be interpreted, by an individual

1 >> Socialisation >> 2

Explicit \/ /\ Explicit

Storage >> Technology >> Storage

Types of Knowledge Management Projects

? Knowledge Repositories

Storing informative documents, eg articles, reports, memos

Blogs, discussion forums, WIKIs

Sometimes includes Data Warehouses

? Knowledge Access

Corporate ?Yellow Pages' ? identifies expertise and knowledge within staff

Sometimes includes Data Mining

? Knowledge Environment

Promoting a culture of knowledge use:

eg bonuses and incentives for creating and sharing knowledge; and

facilities such as coffee bars and scheduling informal ?chat' meetings

? Knowledge Assets

Integrate knowledge into an organisation's accountability or balance-sheet

Measuring the Value of a Knowledge Management System

? Project Based Measures

Using stories and examples to back up the effectiveness of a KM system:

eg Dow Chemical saved $4million in patent fees in one year ? this was achieved through effectively managing their patent knowledge

? Intellectual Capital Report

The ?market value' of knowledge assets are assessed and included in other financial information when making future plans; used by Skandia...

Retaining knowledge must be as much a part of the strategy as sharing it.

? Knowledge is as much about the future as the present ? can be used to project future scenarios

? Its success depends on an organisation's, and its employees', willingness to learn.

Knowledge Management ?Lecture

The stories ? the where it went wrong ? is important to improving things;

The stories must come from all parts of the organisation, and must be open and honest

Must spread stories across departments ? eg from technical dept to managerial dept; from finance dept to research dept etc; all about community...

General points of the essay

An Analysis of the Business Cultural Issues Raised by the Article; Knowledge Transfer, Knowledge Replication, and Learning in Non-equity Alliances: Operating Contractual Joint Ventures in China (Wang, Y. Nicholas, S. 2005) Information Communication Technologies In Knowledge Management Strategies. Can Knowledge Actually Be Managed? Knowledge Management: Organizational Learning and Knowledge Knowledge Sharing And Knowledge Management Ignorance is Knowledge as Knowledge is Power Knowledge Explicit - Tacit Information Knowledge Management “The knowledge we value the most is the knowledge for which we can provide the strongest justifications.” To what extent would you agree with this claim? “We are told about the world before we see it. We imagine most things before we experience them” (Walter Lipman) How might expectation and previous knowledge affect perception and therefore knowledge? For Some People Science Is The Supreme Form Of All Knowledge. Is This View Reasonable Or Does It Involve A Misunderstanding Of Science Or Of Knowledge? Mathematician'S Knowledge Versus Scientist'S Knowledge What Can You Walk Towards Forever And Never Reach? The Answer Is Simple: The Horizon. The Use Of The Horizon As A Metaphor For Knowledge Is Very Accurate, Depending On How One Perceives Knowledge. To Some People, Knowledge May Seem Like A Giant Tr... Caves to Knowledge or Knowledge to Aid Data And Knowledge Management The use of Information Systems in developing Knowledge Management Strategy

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