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Fundamental Process of Knowledge Management. - Coggle Diagram
Fundamental Process of Knowledge Management.
K-Acquisition :
The process of development and creation of insights, skills and relationship
Knowledge that can be obtained from external sources
eg. suppliers, competitors, partners/alliances, customers, and external experts
K-Sharing :
Making the right knowledge or the right sources (including people) available at the right place at the right time
Explicit k-sharing :
knowledge that is easy to articulate, write down, and share
Tacit k-sharing :
knowledge gained from personal experience that is more difficult to express.
K-Utilization :
Connects theory to practice
Routines involve the utilization of knowledge embedded in procedures, rules, norms and processes that guide future behavior.
When available knowledge is used to make decisions and 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.
4 Levels of Professional Knowledge
Know-How
epresents the ability to translate bookish (know-what) into real world results, problem-solving in nature )
eg. in economics, during inflation (Demand pull) you should take away the purchasing power thus organization should increase the price
Know-Why
represents a system’s understanding, being able to compete beyond rules that might be common knowledge (shift from info-oriented enviro into knowledge oriented)
Know-What
represents cognitive knowledge (basic or foundation)
eg. newly graduates know what is Microsoft project and the basic of handling it.
Care-Why
represents self-motivated creativity existed in a company KM no longer support
KM Drivers
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
Economic drivers
The potential for creating extraordinary leverage through knowledge; the attractive economics of increasing returns.
The quest for a silver bullet for product and service differentiation.
Organization structure-based drivers
Functional convergence
The emergence of project centric organizational structures
Challenges brought about by deregulation
The inability of companies to keep pace with competitive changes due to globalization.
Convergence of products and services.
Technology drivers
The death of 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
Process 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
Knowledge-Centric Drivers
Knowledge velocity and sluggishness
The problem of knowledge walkouts and high dependence on tacit knowledge
The emergent need for smart knowledge distribution
The need to deal with knowledge-hoarding propensity among employees
The failure of companies to know what they already know
A need for systematic unlearning