Knowledge Management 2016/2017, Lecture 1-2
10/03/17
INTRODUCTORY INFORMATION
KNOWLEDGE MANAGEMENT
E-mail:
[email protected] Office hours (B-4, 3.28): • Mondays 9-11 • Thursdays 11-13
dr inż. Mateusz Molasy
WRITTEN TEST: 16.06.2017, results in „JSOS/Edukacja.CL” max. one week later On the test there will be 4 open questions, each answer can be assessed 0-1 p.
The final grade:
• • • • •
4 p. = grade 5,0 3,5 p. = grade 4,5 3 p. = grade 4,0 2,5 p. = grade 3,5 2 p. = grade 3,0
THE KNOWLEDGE ECONOMY
LITERATURE 1. Jashapara A., Knowledge Management: an Integrated Approach, Prentice Hall, 2011
CAPITAL, GROUND, RAW MATERIALS
IMMATERIAL RESOURCES
SPECIALIZATION STANDARIZATION CENTRALIZATION
DIVERSITY FLEXIBILITY CREATIVITY
MANUAL WORKERS
KNOWLEDGE WORKERS
LIMITS BY THE PHYSICAL LOCATION OF PARTNERS IN SUPPLY CHAIN
VIRTUAL ORGANIZATIONS, VIRTUAL MARKETPLACES
2. Becerra-Fernandez I., Sabherwal R., Knowledge Management. Systems and Processes. 2nd Edition, Routledge, 2014 3. Pasher E., Ronen T., The Complete Guide to Knowledge Management. A Strategic Plan To Leverage Your Company’s Intellectual Capital, John Wiley & Sons, 2011 4. Iżykowski S., Sierżan D., Knowledge Management, Wrocław University Of Technology 2011 5. Bergeon B., Essentials of Knowledge Management, John Wiley & Sons, 2003 6. Byrne D., Essential Knowledge Management for Those Working with Infomation, 2009 7. Uriarte A. F. Jr, Introduction to Knowledge Management, ASEAN, 2008
DEFINITIONS OF KM AUTHOR
DEFINITION
PERSPECTIVE
Davenport & Prusak (1998)
“Knowledge Management draws from existing resources that your organization may already have in place-good information systems management, organizational change management, and human resources management practices.”
Integration (IS and human resources)
Swan (1999)
“...any process or practice of creating, acquiring, capturing, sharing and using knowledge, wherever it resides, to enhance learning and performance in organizations.”
Human resource process
Mertins (2000) “..all methods, instruments and tools that in a holistic approach contribute to the promotion of core knowledge processes..”
Information systems
Newell (2009)
Strategy
“...improving the ways in which firms facing highly turbulent environments can mobilize their knowledge base (or leverage their knowledge ‘assets’) in order to ensure continuous innovation.”
Source: Jashapara A., 2011
dr inż. Mateusz Molasy
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Knowledge Management 2016/2017, Lecture 1-2
10/03/17
KNOWLEDGE MANAGEMENT...
DIMENSIONS OF KM
...is the effective learning processes associated with exploration, exploitation and sharing of human knowledge (tacit and explicit) that uses appropriate technology and cultural environments to enhance an organization’s intellectual capital and performance. [Jashapara A., 2011]
Source: Jashapara A., 2011
UNDERSTANDING KNOWLEDGE DATA
INFORMATION
KNOWLEDGE
A number or word or letter without any context
A subset of data, only including those data that possess context, relevance, and purpose
The collection of data and information becomes knowledge when one is able to realize and understand the patterns and their implications
Comprises facts, observations, perceptions
Involves the manipulation of raw data to obtain a more meaningful indication of trends or patterns in the data
When patterns are fully understood, there is a high level of predictability as to how the patterns will change or evolve over time
CONCEPTUAL PROGRESSION FROM DATA TO KNOWLEDGE
Source: Uriarte A. F. Jr, 2008
INFORMATION NEEDS THOSE TO BECOME KNOWLEDGE • Comparison – how information about current situation relate to other information, • Results – how the information influence on making decisions and actions, • Connectivity – which connectivity exist between given information and the rest of information, • Dialog – what is the opinion of other people on the topic of given information
Source: Bellinger G., 2004
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Knowledge Management 2016/2017, Lecture 1-2
KNOWLEDGE MANAGEMENT AUDIT
KNOWLEDGE AUDIT
•
• Systematic examination and evaluation of organizational knowledge assets • First step prior to the launching of any knowledge management program • Identification of the existing and missing organizational knowledge
Auditing process of creating, acquiring, retaining, distributing, transferring, sharing, and re-using the knowledge of an organization • Include an examination of the organization’s strategy, policies, leadership, learning culture, staff participation in team work, technology infrastructure in its various knowledge processes • Walking through existing KM tools
KM AUDIT: GAP ANALYSIS
10/03/17
KM AUDIT: OUTPUTS Current levels of KM practice Identification and analysis of KM opportunities that have not been explored The KM landscape: people, culture, processes, structures, technology
TYPES OF KNOWLEDGE Knowledge about principles and laws of motion in nature, in the human mind and in society
Knowledge about facts What are the organisation’s knowledge needs?
What knowledge assets or resources does it have and where are they?
What gaps exist in its knowledge?
Knowwhat
Knowwhy
How does knowledge flow around the organisation?
What are the major differences between the current and desired KM states of the organization?
What are the blockages that prevent knowledge from flowing across the organization?
Knowhow
Knowwho
Skills
The social capability to co-operate and communicate with different kinds of people and experts
MODEL OF KNOWLEDGE CONVERSION
TACIT EXPLICIT
• Stored in the heads of people and developed through the process of interaction with other people • Difficult to formalize, record, articulate • Includes subjective insights, intuitions • Highly individualized • Sharing it is great challenge • Extremely valuable if identified • Essential for making good decisions, crucial for creating the value for the organization • Essence of the “learning organization”
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• Stored in documents, databases, websites, emails • Comprises anything that can be codified, documented and archived • Includes reports, memos, business plans, drawings, patents, trademarks, customer lists, methodologies • Complementary with tacit knowledge
Source: Nonaka I., 1996
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Knowledge Management 2016/2017, Lecture 1-2
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TYPES OF KNOWLEDGE
GENERAL SPECIFIC
Possessed by a large number of individuals and can be transferred easily across individuals
Possessed by a very limited number of individuals, expensive to transfer
TYPES OF KNOWLEDGE
SPECIFIC KNOWLEDGE
TYPES OF KNOWLEDGE
Technology -specific Context -specific Context-and -technology -specific
• Deep knowledge about specific area • Acquired as a part of formal training and increased through experience in the field Refers to the knowledge of particular circumstances of time and place in which work is to be performed – to subunit in which tasks are performed
Involves both rich scientific knowledge and an understanding of the particular context
TYPES OF KNOWLEDGE
DECLARATIVE
Beliefs about relationships among variables
Beliefs relating sequences of steps or actions to desired outcomes
LOCATIONS OF KNOWLEDGE PEOPLE
ARTEFACTS
ORGANIZATIONAL ENTITIES
PRACTICIES
ORGANIZATIONAL UNITS
INDIVIDUALS
TECHNOLOGIES
ORGANIZATIONS
REPOSITORIES
INTERORGANIZATIONAL NETWORKS
GROUPS
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Source: Baccera-Fernandez, Sabherwal, 2010
PROCEDURAL
LOCATIONS OF KNOWLEDGE PEOPLE
INDIVIDUALS
Might be lost because individuals retiring or otherwise leaving the organization
GROUPS
Greater that the sum of individual knowledge; groups form beliefs about what works well and what doesn’t
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Knowledge Management 2016/2017, Lecture 1-2
10/03/17
LOCATIONS OF KNOWLEDGE
LOCATIONS OF KNOWLEDGE ORGANIZATIONAL ENTITIES
ARTEFACTS
PRACTICIES
Storing data, information technologies and computer-based information, also knowledge about relationships
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Procedures, rules and norms that are developed through experience over time and guide future behavior
TECHNOLOGIES
REPOSITORIES
Paper based (books, papers, other documents) or electronic
Knowledge stored in the relationships among the members of the units
ORGANIZATIONAL UNITS
Norms, values, practices – knowledge about the way in which organization responds to environmental events
ORGANIZATIONS
Customers or suppliers have considerable knowledge about the strengths and weaknesses of the products
INTERORGANIZATIONAL NETWORKS
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