1. Knowledge Management

8/13/2019 1. Knowledge Management

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1. Introduction in KnowledgeManagement

Ion Voicu Sucală – PhD

Technical University of Cluj-Napoca, Romania


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23 Novemer 2!"3 #no$le%&e 'ana&ement Cours2

Objectives

to outline the context, to deine the conce!t.


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"ontext

#lobali$ation and com!etition - many or&ani(ationsrely on )no$le%&e to create their strate&ic a%vanta&e*

+ith availale )no$le%&e $i%ely %isperse% an%

fra&mente%, or&ani(ations often $aste valuale time

an% resources in reinventin& the $heel or failin& to

access the hi&hest uality )no$le%&e an% e.pertise

that is availale*


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23 Novemer 2!"3 #no$le%&e 'ana&ement Cours/

"ontext

0 stu%y ma%e in four %ifferent or&ani(ations – U*1*

Defense ntelli&ence 0&ency, the testin& service T1,the %ru& company Novartis an% the research institute

4attelle sho$s the %nowledge wor%ers& time s!ent5

- 1',() searchin& for )no$le%&e,

- *,() sche%ulin& meetin&s $ith e.perts,- +,) elicitin& )no$le%&e from e.perts,

- -,/) a%aptin& &aine% )no$le%&e*


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"ontext

Successul Innovation – companies applyin&)no$le%&e mana&ement metho%s have foun% that

throu&h )no$le%&e net$or)in& they can create ne$

pro%ucts an% services faster an% etter*


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"ontext

+ith stoc)s tra%in& on the international mar)et at an

avera&e of si. times their companies material $orth

8'icrosoft at "6 to "9, the usiness community is )eenly

a$are that its value is more %eeply eme%%e% in $hat it

knows, not $hat it owns*

0n estimate% 80 percent of the )no$le%&e asset isnto$ne%* ts not in computers: its not in file cainets – its

;rente%


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23 Novemer 2!"3 #no$le%&e 'ana&ement Cours=

"ontext

Companies ha% spent illions of %ollars installin&

information technolo&y an% %evelopin& communicationnet$or)s that $oul% meet the challen&e of the

nformation 0&e* They too $ere %isappointe% in the

outcome* Computers an% file cainets ecame cho)e%

$ith unuse% %ata an% information $hich $ere rarelyaccesse% y $or)ers $ho $ere uncertain aout their

roles an% over$helme% y the enormity of it all*


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23 Novemer 2!"3 #no$le%&e 'ana&ement Cours>

"ontext

t is estimate% that =! to >! percent of $hat the$or)ers )no$ is hi%%en* +e %ont )no$ $hat $e

)no$ an% $e %ont )no$ $ho )no$s it*

in the n%ustrial 0&e if an or&ani(ation %i%nt )no$

$hat its tan&ile assets $ere or $ho ha% them, it$as li)ely hea%e% for an)ruptcy


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23 Novemer 2!"3 #no$le%&e 'ana&ement Cours?

"ontext

@or most of their professional lives, the $or)ers have fit

themselves comfortaly into professional pi&eonholes$here they %o their est to meet the performance

stan%ar%s of narro$ly %efine% jo %escriptions* They

have left the ;i& pictureA up to the ;front office; an%

ta)en comfort in the fact that their jos are secure aslon& as they %o their assi&ne% tas)s an% )eep their

noses out of other peoples usiness*


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23 Novemer 2!"3 #no$le%&e 'ana&ement Cours"!

"ontext

@urther, $or)ers have assume% that the more the0%now the more secure their jobs are* This culture

%iscoura&es out-of-the-o. thin)in& an% aets

)no$le%&e hoar%in&*


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23 Novemer 2!"3 #no$le%&e 'ana&ement Cours"2

Momentum o Knowledge Management

The last fe$ years have seen a rapi%ly &ro$in&

interest in the topic of )no$le%&e mana&ement*Bevera&in& #no$le%&e for 1ustainale 0%vanta&e

$as the title of one of the first conferences 8in

"??69 that rou&ht )no$le%&e mana&ement onto

the mana&ement a&en%a*


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Momentum o Knowledge Management

@rom "??= a sur&e of oo)s, ma&a(ines an%

$esites have come onto the scene* To%ay most

lar&e or&ani(ations have some form of )no$le%&e

mana&ement initiative* 'any companies have

create% )no$le%&e teams an% appointe% C#s

8Chief #no$le%&e fficers9* #no$le%&e is firmly onthe strate&ic a&en%a*


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23 Novemer 2!"3 #no$le%&e 'ana&ement Cours"/

2hat is %nowledge3

Inormation is not %nowledge 4 That ecame

painfully clear %urin& the nformation 0&e $henor&ani(ations investe% heavily in information

technolo&y only to fin% themselves %ro$nin& in vast

in-house caches of meanin&less an% unuse% %ata*

No$ they are inun%ate% e.ternally $ith even moreme&a-tons of information, unfiltere% on-line*


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2hat is %nowledge3

Inormation is data 4 #no$le%&e has to %o $ith theprocess of un%erstan%in&, learnin& an% applyin&

information*

learning how is not li)e learning that


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2hat is %nowledge3

Knowledge is !eo!le5based 4 its information thathas een processe%, analy(e%, %istille% an%

pac)a&e% y the human min%*


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23 Novemer 2!"3 #no$le%&e 'ana&ement Cours"=

2hat is %nowledge3

Knowledge is hidden – in a top-%o$n an%fra&mente% or&ani(ational structure*


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23 Novemer 2!"3 #no$le%&e 'ana&ement Cours">

2hat is %nowledge3

Knowledge is the result of learnin&, theinternali(ation of information an% e.perience*

#no$le%&e coul% e tacit or e.plicit*


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23 Novemer 2!"3 #no$le%&e 'ana&ement Cours"?

2hat is %nowledge3

6acit %nowledge 4 the personal )no$le%&e resi%ent$ithin the min%, ehavior an% perceptions of in%ivi%ual

memers of the or&ani(ation* ntuitive, e.periential,

ju%&mental an% conte.t sensitive, it may e %ifficult to

articulate*


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23 Novemer 2!"3 #no$le%&e 'ana&ement Cours2!

2hat is %nowledge3

7x!licit %nowledge – is the formal, recor%e%, or systematic )no$le%&e in the form

of scientific formulae, proce%ures, rules, or&ani(ational

archives, principles, etc*, an% can easily e accesse%,

transmitte%, or store% in computer files or har% copy*

– is co%ifie% an% articulate%* – is the capture% an% catalo&e% information an% is ma%e rea%y

for people to use


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(. "once!ts and !rocesses


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Objectives

to introduce related conce!ts, to describe the !rocesses.


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2hat are %nowledge assets3

Knowledge assets 4 also calle% intellectual capital,are the human, structural an% customer resources

available to the organization* 0ssets resi%e $ithin

the min%s of memers, customers, an% collea&ues

an% also inclu%e physical structures an% recor%e%

me%ia*


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23 Novemer 2!"3 #no$le%&e 'ana&ement Cours2/

2hat is Intellectual "a!ital 3

Intellectual "a!ital 4 the intan&ile assets of a

company not normally value% on the alance sheet*

t is rou&hly - ut not e.actly - the %ifference

et$een the mar)et an% oo) value of a company*

t is %ivi%e% into5

– human capital , – customer capital,

– structural capital *


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8uman ca!ital 4 the competencies, )no$-ho$,capailities an% e.perience possesse% y

in%ivi%uals*


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"ustomer ca!ital 4 a measure of the intan&ilevalue that accrues throu&h customer relationships,

inclu%in& si(e of customer ases, )no$le%&e of

customers an% their nee%s, an% relate% intellectual

property such as ran%s*


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23 Novemer 2!"3 #no$le%&e 'ana&ement Cours2=


Structural ca!ital 4 a measure of the intan&ilevalue of the firm eme%%e% in its processes,

systems an% other non-human elements*


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23 Novemer 2!"3 #no$le%&e 'ana&ement Cours2>

Knowledge 4 a sustainable advantage

Knowledge – especially conte.t specific, tacit)no$le%&e eme%%e% in comple. or&ani(ational

routines an% %evelope% from e.periences – ten%s

to e unique an% difficult to imitate*

Unli)e many tra%itional resources, it is not easilypurchase% in the mar)et place, in a rea%y-to-use

form*


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23 Novemer 2!"3 #no$le%&e 'ana&ement Cours2?

"an %nowledge be managed3

Knowledge is lar&ely co&nitive an% hi&hlypersonal, $hile management involves

or&ani(ational processes* 'any )no$le%&e

$or)ers %o not li)e to e mana&e% in the tra%itional

sense*


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23 Novemer 2!"3 #no$le%&e 'ana&ement Cours3!

"an %nowledge be managed3

.ecutives are no$ confronte% $ith a very seriousimperative – the management of a completely

invisible asset – the )no$le%&e*


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23 Novemer 2!"3 #no$le%&e 'ana&ement Cours3"

2hat is %nowledge management3

Knowledge management is the explicit an%systematic mana&ement of vital knowledge an%

its associate% processes of creatin&, &atherin&,

or&ani(in&, %iffusion, use an% e.ploitation*


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9!!l0ing %nowledge management

Companies a%opt t$o roa% thrusts in applyin&

)no$le%&e mana&ement5 Sharing e.istin& )no$le%&e etter - ma)in& implicit

)no$le%&e more e.plicit an% puttin& in place

mechanisms to move it more rapi%ly to $here it is

nee%e%: Innovation - ma)in& the transition from i%eas to

commerciali(ation more effective*


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:rocess o %nowledge sharing

Knowledge sharing – is the human ehavior that

%escries the e.chan&e of )no$le%&e* 1harin& an%

learnin& are social activities an% may occur in face-

to-face meetin&s or via aural, $ritten or visual

stimuli* 0t least t$o people are reuire% for sharin&*

1harin& )no$le%&e is a positive activity in anor&ani(ation* Covetin& )no$le%&e is the opposite

of sharin&*


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23 Novemer 2!"3 #no$le%&e 'ana&ement Cours3/

:rocess o %nowledge creation

Knowledge creation – the process that results inne$ )no$le%&e, or or&ani(es current )no$le%&e in

ne$ $ays ma)in& techniues to use e.istin&

)no$le%&e*


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:rocess o innovation

Innovation – a mi.ture of process an% pro%uctoutputs that inclu%es ne$ or mo%ifie% pro%ucts an%

services, patents, ne$ mar)etin& techniues, ne$

mana&erial tools an% a%ministrative processes,

licenses, an% $i%er Athou&ht lea%ership


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:rocess o %nowledge elicitation

Knowledge elicitation – the process of elicitin&)no$le%&e from a human e.pert in or%er to co%ify it

into some form of e.plicit )no$le%&e ase or rule

ase% computer system 8expert system9*


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eerences

"* 0sh, *, A Short Course in Knowledge Management *

2* Cohen, 1*, Child Development : a study of the growth process, tasca, B, @** Peacoc)

Pulishers, "?="*

3* Covey, 1*R*, The Seven a!its of ighly "ffective #eople: restoring the character ethic ,Ne$ Eor), 1imon F 1chuster, "?>?*

/* Glasser, +*, Schools $ithout %ailure, Ne$ Eor), Harper F Ro$, "?7?*

6* Holt, *, ow Children &earn, Ne$ Eor), Pitman Pulishin& Corp*, "?7?*

7* Dell, Carla, ac)son Grayson, C*r*, 'f (nly $e Knew $hat $e Know: the transfer of

internal )nowledge and !est practice, Ne$ Eor), @ree Press, "??>*

=* Rosener&, '**, "*&earning: strategies for delivering )nowledge in the digital age,

Ne$Eor), 'cGra$-Hill, 2!!"*

>* 1)yrme, D**, Knowledge Management: ma)ing sense of an oxymoron, "??=*?* 1)yrme, D**, KM Terms, 2!!3-2!!>*

"!* 1oo, Christine, Devinney, T*, 'i%&ley, D*, Deerin&, 0nne, Knowledge Management:

#hilosophy, #rocesses, and #itfalls, California 'ana&ement Revie$, //8/9, 2!!2*

""* Iac), '*H* Developing a Knowledge Strategy , California 'ana&ement Revie$, /"839,

"???*


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6han% 0ou;

Ion Voicu Sucală – PhD

Technical University of Cluj-Napoca, Romania

Documents

1. Knowledge Management