CHAPTER 2:STRATEGIC KNOWLEDGE

MANAGEMENT

Strategic Knowledge Management• It involves the strategies involved in developing,

implementing and maintaining the knowledge management system inside an organization in an effective manner

Knowledge Management Models

Knowledge Influences

• Organizational Context

• Strategic Knowledge

• Knowledge Leadership

• Knowledge Culture

Knowledge Foundations

• Human Resource Management

• Knowledge Systems

Knowledge Applications

• Core Knowledge• Knowledge

Repositories• Knowledge

Services• Learning &

Development

Knowledge Enhancement &

Review

• Knowledge Evaluation

• Knowledge Sustainability

• Issues & research

Knowledge Workers

• Use their intelligence, power of brain to get the work done

• Use mental work more than physical work• Capture information, reshape it and enhance it so

that it bears more productivity• The knowledge workers are the asset of the

organization• They increase the intellectual assets of the

organization

Phases of Knowledge Development

•Rich and accurate foundation for ongoing knowledge formationKnowledge Sourcing

•Principles, theories and concepts to guide ongoing product development

Knowledge Abstraction

•Abstract concepts which are converted into applications and outcomes

Knowledge Conversion

Knowledge Diffusion

Knowledge Development & Refinement

Adaptable & flexible knowledge which accommodates changing context

Shared understanding and adoption of knowledge gained

Explanation of the Phases

Knowledge Sourcing: Fill the knowledge between what is known and what is

to be acquired Can be done through drawing information from:

existing procedures Personal experiences Organization’s intranet Expert guidance from the consultants

Continuation…

• Knowledge abstraction:– It is a process of generation of the general principles,

guides and concepts for the construction for new knowledge

– Helps to solve the complications arising in the process of implementation

– It’s a time consuming process– Sound abstracting leads to sound KM and also the

success of the KM

Continuation…

• Knowledge Construction:– It is the conversion of the knowledge into suitable

application which can be shared & used by others– Ideas & principles are used to get a specific outcome– Knowledge can be either codified(Explicit) or

embodied(Tacit)– The methods of construction of the knowledge

construction depends upon the type of the knowledge

Continuation…

• Knowledge Diffusion– Once the knowledge is codified or embedded, it needs

to be shared and spread accordingly– It can be done through• Communication media, modeling of new practices, expert

training etc– Knowledge sharing occurs on the basis of the previous

knowledge and expertise held by the audience/ employees

– Also depends upon the effectiveness of the channels

Continuation…

• Knowledge development and refinement:– It should be regularly reshaped– The knowledge should be developed making sure

making sure the current knowledge remains

Knowledge Management Infrastructure

• Mainly three types are there

1. Managerial Infrastructure

• Managerial support to the knowledge workers & effect on the formal management process

• Supportive framework for resourcing, decision making and innovative practices which result in successful persuasion of knowledge

• Manager acts as both facilitator & partner to the knowledge workers

Continuation…2. Technological Infrastructure

• Technical & information system includes the management of the information related to finance, information, records, customers, hr and library which supports KM

• Mechanism for the people to share and transfer the information and knowledge

• It’s a key ingredient for the success of the KM• Library & Information services: shift form paper to the electronic

forms has changed the nature of the services• Builds capable and informed knowledge builders• Records Management: firms generate vast number of records from

which the data needs to be drawn and reviewed, catalogued and stored

Continuation…

3. Social Infrastructure

• It’s a process by guiding & encouraging the social and professional interactions of the members organization with the colleagues, clients and other stakeholders

• Provides insight to the knowledge context including the values and priorities

• helps in relationship building, long-term outcomes, collaboration and cooperation

Harnessing Organizational Knowledge• Many forms of knowledge exists inside the organization• Helps in development of the corporate intellectual capital• Two major issues to focus on:

• Knowing what is known• Facilitating capturing and sharing

• Knowledge core the accumulated mass of strategic knowledge which is identified, publically valued, captured and disseminated by the organization– help share the knowledge across the corporate boundaries– Focuses on development of competency needs of the organization– Facilitates better transition of the tacit knowledge into actual practices

• The focus of the strategic knowledge core needs to integrate short terms and long term priorities

• Aware of current and ongoing growth in skills, knowledge and capabilities of its employees

• Regular audits on staff potential and capabilities

Building KM into the Strategic Framework

• KM is strategic activity• Builds the gap between the organizational goals and role of the

knowledge in achieving the goals• Focus on innovation and creativity rather than duplication of work• Concentrate on capacity building for long term potential• Help the workers build skills and competencies to meet future needs

and challenges• Keep upgrading the knowledge acquired• Lead the change process with focus on external environment,

reviewing the emerging trends & best mechanisms• Prepare the employees for the long term needs strategic needs of the

society

Key points in building Strategic KM• Knowledge sharing as competencies

• Core competency should be unique and hard to reproduce externally• Careful observation needs to be done before adopting the competencies

• Developing strategic knowledge community• Emphasis on the communal sharing of knowledge and practices through

group interactions• Involve the whole community rather than few while building the

knowledge framework• Encourage knowledge diffusion• Knowledge environment needs to be user focused rather than system-

dictated• Needs strong leadership• Needs significant reshaping of both expectations and accountability in work

settings

Continuation…• Adding value

• Final principle is that the knowledge management should add value

• KM is potential organizational influence in adding the long term values

• It requires major shift in how the organization views its people, systems and the way interact

• Any activity related to KM should be scrutinized carefully to ensure that it adds value