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Fundamental Process of Knowledge Management - Coggle Diagram
Fundamental Process of Knowledge Management
Knowledge Acquisition
Definition
Definition: The process of development & creation of insight, skills and development
Knowledge that obtained from external sources
Sources
Customer
Feedback, suggestions, collecting and processing marketing related to information suggestions
Knowledge for customers
Knowledge about customers
Knowledge from customers
Suppllier
Production needs, forecast, inventory, quality, financial rise
Partners
Knowledge transfer, personnel exchanges, regular interaction, technology sharing, etc
Competitors
Collocting,organising, information, etc that the firm has acquired in such way and everyone can search, retrieved and analysed.
Knowledge Sharing
Definition
Collaborative transfer of knowledge
Collaborative support
Making the right knowledge or the right sources (including people) available at the right place at the right time.
Finding expert and colllaboration
Process
Explicit knowledge sharing
Articulation
Ability to define what we need
Awareness
Access
Guidance
Must help to define the areas of expertise of the members of the firm
Completeness
Access to both centrally manages and self published knowledge
Tacit knowledge sharing
Require socialisation
Informal factor
Management should provides the means for communication
Management should understand the value of chaos
Knowledge Utilisation
Integration of learning
Connect theory to practice
When available knowledge is used to make decision & perform tasks through direction and routines.
Process through which the individual possessing the knowledge directs the action of another individual without transferring to that individual the knowledge underlying the direction.
Routines
Utiilization of knowledge embedded in
Procedures
Rules
Norms
Processes that guides future behaviour
The Four Level of Knowledge
Level 1: Know-What
Basic knowledge
Everyone knows what is Covid-19 and the basic of how to prevent the virus
Level 2: Know-How
Ability to translate the know how into real world results, problem solving nature
During pandemic everyone should stay safe and take care of their health
The rule: information- exposure to the real problems
Employees in the organisation should have system of extensive discussion on how to prevent the virus
Level 3: Know-Why
A system's understanding
Enable individual to deal with unknown interaction and unseen situation
The doctor know how to identify the person that being infected by virus
Level 4: Care-Why
Self motivated creativity existed in a company KM no longer support
The care lines in its culture
Reasons some organisation only rely on money and physical resources
Knowledge Management Drivers
Knowledge centric drivers
Failure of the company to know what they already know.
The emergent need for smart knowledge distribution.
Knowledge velocity and sluggishness.
The problem of knowledge walkouts and high dependence on tacit knowledge.
The need to deal with knowledge-hoarding propensity among employees
A need for systematic unlearning
Technology drivers
The death if technology as viable long-term differentiator
Compression of product and process life cycle
The need for a perfect link between knowledge, business, strategy, and information technology
Organisational structure based drivers
Functional convergence
The emergence of project centric organisational structure
Challenges brought about by deregulation
The inability of companies to keep pace with competitchanges due to globalisation
Convergence of products and services
Personnel drivers
Widespread functional convergence
The need to support effective cross-functional collaboration
Team mobility and fluidity
The need to deal with complex corporate expectations
Prodess focused drivers
The need to avoid repeated and often expensive mistakes.
Need to avoid unnecessary reinvention
The need for accurate predictive anticipation
The emerging need for competitive responsiveness.
Economic drivers
The potential for creating extraordinary leverage through knowledge; the attractive economics of increasing returns
The quest for a silver bulletfor product and service differentiation
