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TUTORIAL 2 Illustrate and explain on the fundamental process of knowledge…
TUTORIAL 2
Illustrate and explain on the fundamental process of knowledge management.
Knowledge Acquisition
The process of development and creation of insights, skills and relationship
Main Sources
Customers
Knowledge for customer:
The knowledge that the customers can gain in order to satisfy their knowledge needs.It can include product, market, and supplier knowledge. It can be sourced from our company or from other external sources like other customers and competitors (Zanjani 2008).
Knowledge about customer:
The kind of knowledge that enables us to know the customer better, to understand their motivations, and to address them better. Includes requirements, expectations, and purchasing activities.
Knowledge from customer:
The kind of knowledge that deals with products, suppliers, and markets. It can be used to improve our products and services.
Suppliers
Chan (2009) presents a classification for supplier knowledge based on the concepts outlined by Gerbert et al (2002) regarding customer knowledge.
Competitors
It simply involves collecting, organizing and presenting the data, information, and knowledge that the firm has acquired in such a way that one can search, retrieve, and analyze it.
Some of this falls within the scope of information management, but it is particularly the process of using these components to create better decisions and new knowledge that is of interest here.
Alliances
Alliances intended to increase knowledge are a valuable potential resource.
Key success factors include fostering trust, learning from your partner, and effectively managing the creation of knowledge relevant to both parties.
Knowledge transfer can be facilitated by personnel exchanges, common projects and other forms of regular interaction, technology sharing, etc.
Partners
Knowledge for partners: Knowledge which satisfies their needs, including "knowledge about products, markets, and suppliers" (Chan 2009).
Knowledge about partners: Knowledge acquisition focused on understanding the ability of partners to perform their role in the relationship. Includes distribution channels, products, services, etc.
Knowledge from partners: The knowledge that partners have accumulated from dealing with the organization.
IT can be used in this case very similarly to the way it is used inside the organization for knowledge sharing and knowledge creation (including data/information analysis) - in other words supporting communication, collaboration, experimentation, expertise location, analysis tools, etc. The exact system has to fit the nature of the relationship and the business model.
the knowledge that a firm can try to obtain from external sources.
roles where KM efforts should feature heavily once the target has been acquired
To identify the valuable/redundant knowledge sources in the target organization
To combine this (relevant) knowledge with the organization's knowledge assets to achieve synergy
Knowledge Sharing
Making the right knowledge or the right sources (including people) available at the right place at the right time
Seeking out expert, and collaborating
Requires the right culture and incentives
Knowledge Utilization
the 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 involve the utilization of knowledge embedded in procedures, rules, norms and processes that guide future behavior.
4 Levels of Professional Knowledge
Level 1: Know-What
This stage represents cognitive knowledge (basic or foundation) – for instance newly graduates know what is Microsoft project and the basic of handling it.
Level 2: Know-How
Represents the ability to translate bookish (know-what) into real world results, problem-solving in nature
Level 3: 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)
Level 4: Care-Why
Represents self-motivated creativity existed in a company KM no longer support
Knowledge sharing process
Explicit knowledge sharing
Articulation
The ability of the user to define what he needs.
Awareness
Awareness of the knowledge available.
Access
Access to the knowledge.
Guidance
Knowledge managers are often considered key in the build-up of a knowledge sharing system
Completeness
Access to both centrally managed and self-published knowledge.
Tacit knowledge sharing
Informal networks, which involve the day to day interaction between people within work environments are considered very important
Management should support these networks by providing the means for communication.
Management must also understand the value of chaos.
Name: Vanaessa Evangelista Bt Damian
Student id: 2020765287