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TUTORIAL 2 : CHAPTER 2 THE FUNDAMENTAL PROCESSES OF KNOWLEDGE MANAGEMENT,…
TUTORIAL 2 : CHAPTER 2 THE FUNDAMENTAL PROCESSES OF KNOWLEDGE MANAGEMENT
Knowledge Acquisition
The process of development & creation of insight.
skills and relationship
Obtain from external resources
Sources: suppliers, competitors, partner, customer & external experts
Sources
Customer
Feedback, collecting and processing marketing related information, suggestions, involvement in development/design
Partners
Knowledge transfer, personnel exchanges, regular interaction, technology sharing
Suppliers
Production needs, forecast, inventory, quality, financial rise
Competitor
external experts
Knowledge sharing
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
Requires the right culture and incentives
Knowledge sharing process
Explicit knowledge sharing
Awareness: Awareness of the knowledge available.
Access: Access to the knowledge.
Articulation: The ability of the user to define what he needs.
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
Sharing tacit knowledge requires socialization.
Management should support these network by
providing the means for communication
Management must understand the value of chaos
Knowledge utilization
integration of learning
It connect theory to practice
when available knowledge is used to make decisions and perform tasks through direction and routines
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
The Four Levels of Professional Knowledge - James Quinn
Level 2 – Know-How
Represents the ability to translate bookish 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 1 – Know-What
represents cognitive knowledge (basic or foundation)
Level 4 – Care-Why
Represents self-motivated creativity existed in a company KM no longer support
24 drivers of KM
Divided into 6 areas
Organizational 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.
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
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
The failure of companies 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
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.
Name : Evangeline Elvinna anak Christopher
Student I/D : 2020984085
Group :AM2284A