introduction to km

Topic 1: INTRODUCTION TO KMMLS 761: SEMINAR IN KNOWLEDGE

MANAGEMENT

PREPARED FOR:DR. DANGMERDUWATI BINTI HASHIM

PREPARED BY : AMIRA IDAYU BINTI MOHD SHUKRY

FADDLIZA BINTI MOHD ZAKISITI BASRIYAH BINTI SHAIK BAHARUDIN

ZALINA BINTI ABDUL RAHIM

PRESENTATION OUTLINES History, definition of concepts, and the antecedents

of KM The legacy and current state of the art of KM: an

overview The elements of a KM Initiative The importance of KM for competitive edge in the K-

economy The evolution of KM Information management and KM Explicit Knowledge, tacit knowledge and the

knowledge infrastructure KM and ethics

KNOWLEDGE MANAGEMENT

History, definition of concepts, and the antecedents of KM

The legacy and current state of the art of KM: an overview

Presented by:MS. ZALINA BINTI ABDUL RAHIM

Knowledge Management (KM)

An Introduction to KM Knowledge, knowledge workers and KM are topics

receiving increasing attention from a variety disciplines.KM is one of the hottest topics today in both the

industry world and information research world.

“Many have said we are moving from a post industrial to a knowledge-based economy.” (Drucker, 1993)

Effective KM is now recognized to be “the key driver of new knowledge and new ideas” to the innovation process to new innovative products, services and solutions.

Knowledge Age is the third wave of human socio-economic development.

1st wave was Agricultural Age Wealth was defined as ownership of land2nd wave was Industrial Age Wealth was defined on ownership of capital (i.e.

factories) 3rd wave was Knowledge Age Wealth was based upon the ownership of

knowledge and the ability to use that knowledge to create or improve goods and services.

(Charles Savage in Fifth Generation Management, 2008)

Cont.

Two Kinds of KnowledgeKnowledge is intangible dynamic, and difficult to measure, but without it no organization can

survive. Explicit : knowledge which has been

“encoded into some media external to a person.” (Walczak, 2005)

Tacit : knowledge that is stored within an individual and as such is personal and context specific. (Lin and Tseng, 2005 ;

Srdoc et. al., 2005)

So…what is knowledge management?

“Knowledge management (KM) is an effort to increase useful knowledge within the organization. Ways to do this include encouraging communication, offering opportunities to learn, and promoting the sharing of appropriate knowledge artifacts.”

McInerney, C. (2002). Knowledge management and the dynamic nature of knowledge. JASIST, 53 (2).

Interdisciplinary Nature of KM

(Kimiz Dalkir, 2005)

"The capabilities by which communities within an organization capture the knowledge that is

critical to them, constantly improve it and make it available in the most effective manner to those who need it, so that they can exploit it creatively

to add value as a normal part of their work“

(GlaxoSmithKline)

“The creation and subsequent management of an environment which encourages knowledge to be created, shared, learnt, enhanced, and organized

for the benefit of the organization and its customers.”

(Maryam Sarrafzadeh, Bill Martin, Afsaneh Hazeri, 2006)

Summary of KM Definition Designing and installing techniques and

processes to create, protect, and use known knowledge.

Designing and creating environments and activities to discover and release knowledge that is not known, or tacit knowledge.

Articulating the purpose and nature of managing knowledge as a resource and embodying it in other initiatives and programs.

History of KM

The history of managing knowledge goes back to the

earliest civilizations (Wiig, 1997).


KM Milestones


Present and Future State of KM

KM is in a state of high growth, especially among the business and legal services industries .

Currently, communities of practice such as the KM Network and the development of standards and best practices are in a mature stage of development.

http://www.unc.edu/~sunnyliu/inls258/IntroductiontoKnowledge_Management.html


The elements of a KM Initiative

The importance of KM for competitive edge in the K-economy

Presented by:MS. AMIRA IDAYU BINTI MOHD SHUKRY

ELEMENTS OF A KM INITIATIVE

ppi.fsksm.utm.my/staf/shahizan/personal/data/ICKM05.pdf

Model by Nonaka and Takeuchi, 1995

Cont.

I. PEOPLE

Refers to cultural and behavioral approach

Knowledge is created by individuals

In Japanese Firms, the creation and sharing of knowledge can only happen when individuals cooperate willingly.

II. PROCESSES Processes in contributing the knowledge management

4 processes of interactions is a spiral process that takes place repeatedly

a) Socialization

Sharing tacit knowledge through

face-to-face communication or shared experience.

eg: meeting

b) Externalization

Developing concepts and models to convert tacit knowledge to explicit knowledge

Enable it to be communicated to others c) Combination

Combination of various elements of explicit knowledge to form more complex and systematic explicit knowledge

d) Internalization

Understand explicit knowledge

Closely linked to learning by doing

http://knowledgeandmanagement.wordpress.com/seci-model-nonaka-takeuchi/

Cont.

III. TECHNOLOGY

Refers to the network system

Facilitate connections:a. Among knowledgeable people (by helping them find &

interact with one another)b. Between people and sources of information

Through ICT, explicit knowledge can be captured and disseminated

Cont.

PILLARS OF K-ECONOMY

ICT

INNOVATION

KNOWLEDGE ECONOMY

EDUCATION

INFORMATIC

KNOWLEDGE

MANAGEMENT

INFORMATION SOCIETY

KNOWLEDGE SOCIETY

http://www.esastap.org.za/esastap/pdfs/presents_kad_mba_2006.pdf

IMPORTANCE OF KM FOR COMPETITIVE EDGE IN THE K-ECONOMY

K-economy is about knowledge and the ability to create new

value and wealth

In the K-economy, wealth derived from the exploitation of intangible assets like experience, know-how and knowledge

To be success in K-economy, we need to accept and adapt to an environment where intangible assets are the key driver

K-economy is more than a commitment to manage and tap into the accumulated knowledge within the business

Knowledge Management leads to greater productivity


The evolution of KM

Information management and KM

Presented by:MDM. SITI BASRIYAH BINTI SHAIK BAHARUDIN

THE EVOLUTION OF KM

The use of information technology in KM

KM has undergone a paradigm shift from a static, knowledge-warehouse approach towards a dynamic communication-based or network approach focusing more on tacit knowledge. KM is a dynamic people-centric approach especiqlly on cultural problems and motivational issues in knowledge sharing.

●Business process reengineering

● Communities & colaboration

● Tacit knowledge

● Incentives and reward

KM has evolve from the combination of 2 factors :1.The business world’s enthusiasm for

“intelectual capital”2.The appearance of corporate intranet (ideal

tool to link and organisation together to share and disseminate knowledge throughout scattered offices and units

INFORMATION MANAGEMENT● Focuses on information as a resource or collection.● Practitioners select, describe, classify, index, and abstract this information to make it more accessible within and outside the organization. ● IM is concerned to provide transparent and standardized access using technology by storing and organize information.

KNOWLEDGE MANAGEMENT● Focuses on its users.● Practioners summarize, contextualize, value-judge, rank, synthesize, edit and facilitate to make information and knowledge accessible between people within or outside their organization. It concerns with the social interactions with sharing and use of knowledge. ● KM is largely based on tacit interpretation that relate to human behavior and interchange.

FROM INFORMATION MANAGEMENT TO KNOWLEDGE MANAGEMENT

Knowledge Management : The Information – Processing Paradigm

1. The process of collecting, organising, classifying and dissemination of information to make it purposeful to those who need it

2. Capture knowledge in the mind of in a central repository.

3. Organising and analyzing information in a companies computer database.

4. Identification of categories of knowledge needed to support overall business strategy

5. Combining, indexing, searching and push technology to help companies organize data stored and deliver only relevant information using Intranet, groupware, data warehouse, networks, and video conferencing.

6. Mapping knowledge and information resources both online and offline

7. Knowledge assets are created through computerized collection, storage and sharing of knowledge

1. Interplay Between Information and Knowledge Information can easily, organized and distributed

whereas knowledge resides in one’s mind (human centric)

2. IM and KM Projects: different scopes, approaches and measurement systems KM rely on the willingness of individuals whereas IM rely on technical achievement to enable knowledge sharing3. Organizational Learning and KM Organization can learn through self-knowledge, dialogue and reuse the existing knowledge into new information4. Broad Concepts of KM - Time, Context, transformations and dynamics, social space and knowledge culture5. Protecting Intellectual Capital: IM and KM Perspectives IM used firewall, permission and access level whereas KM used retention policies and circulation of knowledge (senior to junior)

KEY DIFFERENCES BETWEEN INFORMATION MANAGEMENT AND KNOWLEDGE

MANAGEMENT


Explicit Knowledge, tacit knowledge and the knowledge infrastructure

KM and ethics

Presented by:MS. FADDLIZA BINTI MOHD ZAKI

Tacit knowledge Explicit knowledgeAbility to adapt, to deal with new an exceptional situations

Ability to disseminate, to reproduce, to access and to reapply throughout the organization

Expertise, know-how, know-why and care-why

Ability to teach, to train

Ability to collaborate, to share a vision, to transmit a culture

Ability to organize, to systematize, to translate a vision into a mission statement, into operational guidelines

Coaching and mentoring to transfer experiential knowledge on one-to-one, face-to-face basis

Transfer of knowledge via products, services and documented processes

Tacit Knowledge and Explicit Knowledge

KNOWLEDGE

INFRASTRUCT

URE

Top Management Support

Customer Knowledge

IT

Social Capital

• KM involves the ethical management of people, not just the efficient distribution of documents.

• Much of ethics can be distilled down to boundaries – boundaries that can help employees of an organization stay on the correct side of organizational policy and help clarify ethical issues (Groff and Jones, 2003)

KM and ethics

Landmarks Fences DMZs (demilitarized

zones)High-level ethical guideline often built upon the company’s culture

Explicit boundaries that show exactly where an important ethical lines lies

Concerned with active compliance monitoring

Boundaries in ethics for KM

Knowledge as an asset or resource unlike information or data, is not easily understood, classified, shared and measured. It is invisible, intangible and difficult to imitate. Expanding the knowledge base within an organization is not the same as expanding its information base.

Conclusion

ReferencesDalkir, Kimiz (2005). Knowledge management in theory and practice.

Amsterdam ; Boston : Elsevier/Butterworth Heinemann

Groff, Todd R. & Jones, Thomas P. (2003). Introduction to knowledge management: KM in business. Amsterdam: Butterworth Heinemann.

Juhana Salim, Mohd. Shahizan Othman & Sharhida Zawani. (2005). Integratedapproach to knowledge management initiatives programme: towards designing an effective knowledge management system. International Conference on Knowledge Management,1-23. Retrieved July 10, 2011, from http://www.eg2km.org/articles/Enriching%20KM%20in%20R&%20D%20Organisation%20-%20A%20Malaysian%20Perspective.pdf

Mbanananga, N., Dr. (2006). Knowledge management & knowledge economy. Medical research council. Retrieved January 10, 2011, from http://www.esastap.org.za/esastap/pdfs/presents_kad_mba_2006.pdf

Milovanović, S. (2006). Knowledge sharing between users and information specialists: Role of trust. Retrieved January 5, 2011, from http://www.12manage.com/methods_nonaka_seci.html

ReferencesNancy Dubois, Tricia Wilkerson (2008). Knowledge Management: Background

Paper for the Development of a Knowledge Management Strategy for Public Health in Canad. . Retrieved January 10, 2011, from http://www.nccmt.ca/pubs/KMpaper_EN.pdf

Sarrafzadeh, Maryam, Martin Bill, Hazeri, Afsaneh (2006). “ LIS professionals and knowledge management: some recent perspectives”, Library management, Vol. 27 No.9, pp. 621-635.

Srikantaiah, T.K. (2001). Knowledge management: A faceted overview. In Srikantaiah, T.K. , & Koenig, M. (Ed.), Knowledge

management (pp. 7-17). New Jersey: Information Today Inc.

Waddell, Dianne, Stewart, Deb (2008). “Knowledge management as perceived by quality practitioners”, The TQM Journal, Vol.20 No. 1, pp. 31-44

William Ives, Ben Torrey, Cindy Gordon, (1997). "Knowledge Management: An

Emerging Discipline with a Long History", Journal of Knowledge Management, Vol. 1 Iss: 4, pp.269 – 274.

THANK YOU

introduction to km

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