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8/7/2019 L3 - Knowledge Management - Strategy
http://slidepdf.com/reader/full/l3-knowledge-management-strategy 1/17
Working KnowledgeWorking Knowledge
Presented byPresented by
Ashish MomayaAshish Momaya1
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ExperienceExperience
y Knowledge develops over time, through experience that includes what
we absorb from courses, books, and mentors as well as informal
learning.
y
"Experience" and "expert" are related words, both derived from a Latinverb meaning "to put to the test.´
y Knowledge born of experience recognizes familiar patterns and can
make connections between what is happening now and what happened
then.
y When firms hire experts, they're buying experience-based
insights.
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ChryslerChrysler
y Chrysler, for example, stores knowledge for new cardevelopment in a series of repositories called
"Engineering Books of Knowledge.
y The manager of one such "book" was given a series of
crash test results for inclusion in the repository.
However, he classified the results as data and
encouraged the submitter to add some value.
y Knowledge can also move down the value chain,
returning to information and data. The most common
reason for what we call "de-knowledging" is too much
volume. 3
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Types of KnowledgeTypes of Knowledge
y Explicit knowledge - which can be
articulated in formal language and
records and transmitted among
individuals
y Tacit knowledge - personal
knowledge embedded in individuals
based on their experience and
involving such intangible factors as
personal belief, perspective, andvalues
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There are two main types of knowledge
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TacitTacit versusversus Explicit KnowledgeExplicit Knowledge
Tacit Knowledge
y Knowledge is personal in
nature and very difficult to
extract from people.
y Knowledge must be
transferred by moving
people within or between
organizations.
y Learning must be
encouraged by bringing the
right people together under
the right circumstances.
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Explicit Knowledge
y Knowledge can be articulated
and codified to create explicit
knowledge assets.
y Knowledge can be disseminated
(using infor mation technologies)
in the form of documents,
drawings, best practices, etc.
y Learning can be designed to
remedy knowledge deficiencies
through structured, managed,
scientific processes.
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Tacit KnowledgeTacit Knowledge
Advantagesy Relatively easy and inexpensive
to begin.
y Employees may respond well to
recognition of the (claimed)knowledge.
y Likely to create interest in
further knowledge management
processes.
y Important knowledge kept in
tacit form may be less likely to
´leakµ to competitors.
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Disadvantagesy Individuals may not have the
knowledge they claim to have.
y Knowledge profiles of individuals
need frequent updating.
y Ability to transfer knowledge
constrained to moving people, which
is costly and limits the reach and
speed of knowledge dissemination
within the organization
y Organization may lose key
knowledge if key people leave the
organization.
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Explicit KnowledgeExplicit Knowledge
Advantagesy Articulated knowledge (explicit
knowledge assets) may be moved
instantaneously anytime anywhere
by information technologies.
y Codified knowledge may be
proactively disseminated to
people who can use specific forms
of knowledge.
y
Knowledge that has been madeexplicit can be discussed, debated,
and improved.
y Making knowledge explicit makes
it possible to discover knowledge
deficiencies in the organization 7
Disadvantagesy Considerable time and effort
may be required to help people
articulate their knowledge.
y Employment relationship withkey knowledge workers may
have to be redefined to
motivate knowledge
articulation.
y Expert committees must beformed to evaluate explicit
knowledge assets.
y Application of explicit
knowledge throughout
organization must be assuredby adoption of best practices.
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The Knowledge Markets
y Social, economic, and political realities mustbe taken fully into account to understand
markets for knowledge. [ Mobil Oil & HP]
y
The buyers, sellers, and brokers take partin knowledge transactions and
drive knowledge markets
y An individual can perform all three roles in
a single day and sometimes plays more than
one role simultaneously
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The Knowledge Markets - Buyer
y Knowledge seekers are looking for insights, judgments, andunderstanding
y They want answers to questions such as "What is this
particular client like?" or "How did we manage to win thatsale?" that require complex answers
y A recent informal study done at Hughes Aerospace by
Arian Ward estimated that between 15
and 20 percent of managerial time is spent specifically in knowledge search
and responding to requests for knowledge.
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The Knowledge Markets - Seller
y Knowledge sellers are people in an organization with aninternal market reputation for having
substantial knowledge about a process or subject
y
If knowledge is power, then the owners of knowledge havepower that may dissipate if other people come to know
what they know.
y One of the challenges of knowledge management is to
ensure that knowledge sharing is rewarded more
than knowledge hoarding
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The Knowledge Markets - Broker
y They make connections between buyers and sellers: thosewho need knowledge and those who have it
y Librarians frequently act as covert knowledge brokers,
suited by temperament and their role as informationguides to the task of making people-to-people as well as
people-to-text connections.
y Since they are facilitators of other people's success, their
contribution may not be visible to managers who think in
terms of traditional productivity.
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The price systemThe price system
y All markets have a price system so that value exchanges
can be efficiently rendered and recorded.
y What is the price system of the knowledge market?
y Sellers as well as buyers exchange knowledge because
they believe they gain from the transaction
y Factors for sharing knowledge ² Reciprocity, Repute &
Altruism
y Finally a firm's knowledge market must be
founded on mutual trust.
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Information Management toInformation Management to
Knowledge ManagementKnowledge Management
y IM is usually not concerned with the actual process of knowledge-creation
or innovation
y KM systems are much more human-centric than IM systems or initiatives
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Technology
PeopleProcess
Tools & Techniques
Change management
Culture
Business process
re-engineering
Procedures
Strategy
Policies
Knowledge Management
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KM StrategyKM Strategy
y Strategy was first embraced in business policy by the
development of the SWOT framework
y Essentially the goal of strategic management is to find
a "fit" between the organization and its environment
that maximizes its performance
y Porter himself notes that two and only two basic
forms of competitive advantage typically exist:Cost
leadership and Differentiation.
y Porter underscores the importance of the inclusion
of an organization's resources, in particular KM, as
both a necessary and sufficient pre-requisite for
attaining a sustain-able competitive advantage
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Developing organizational KMDeveloping organizational KM
strategiesstrategies
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AssignmentAssignment -- TopicTopic
1. ´Knowl edge assets determine success or fail ure but y ou
w ill search in vain to find them in a c ompany booksµ.
Comment on the above quote.
2. ´Business intell igence is an over-used term that has had
its day, and business anal ytics is now the differentiator
that w ill allow customers to better f orecast the future
especiall y in this current ec onomic c l imate.µ
Comment on the above quote.
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Thank youThank you
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