Albert Einstein Learning Goals After learning this week’s content you should be able to: 2 . 3. 4.
5. Define knowledge managing, intellectual capital, and company learning. Identify specific methods organizations get and share expertise. Describe the knowledge creation procedure. Explain the role of trust in expertise sharing. Determine organizational features which assist in organizational learning.
Lecture Summary What Is knowledge management? Knowledge creation method Tacit and explicit know-how Knowledge showing Definitions, background, and benefits Ability and willingness Organizational learning Data , Information , Knowledge Data Info Knowledge a collection of discrete, objective facts about situations Conceptualized Categorized Calculated Remedied Condensed info endowed with relevance and purpose Assessment Consequences Contacts Conversation a fluid mix of framed knowledge, values, contextual information and expert perception.
Source: Davenport , Prussia, 1998. Validated true beliefs (Monika, year 1994, p. 1 5) the individual’s ability to draw differences within a optional domain of action, based on an admiration of framework or theory, or both equally (Bell, 1999, p. Lexis) information that is relevant, workable and at least partially based upon experience (Leonard , Sniper, 1998, g. 13) a fluid blend framed encounter, values, contextual information and expert understanding (Davenport , Prussia, 98, p. 9) Knowledge Supervision “is the management info, knowledge and experiences offered to an organization so that organizational activities build on precisely what is already noted and prolong it further” (Mayo, 1998) Increased productivity: Greater usage of organizational knowledge base Lowering of redundancy , period searching for details.
Increased company cohesion , cooperation Better organizational learning KM Suggested Benefits Reduction of copying and time searching for data Wider using organizational understanding base Reduction of pressure to do more with limited resources through building on others’ learning curves Increased morale through greater co-operation Improved company communication and participation Where did KM come from? Three Social and Economic Tendencies 1 . The positive effect , complexity, volume, speed puts pressure on So what do we know, who have knows it, what upon we know that we have to know.. Ubiquitous computing , premium benefit on reassurance that cannot be digitized, codified or perhaps easily distributed. 3 Knowledge-Centric View with the Firm functionality is know-how (especially relief of knowing that is specific or tacit’) (Prussia, 2001) Intellectual Capital Knowledge residing in the organization”sum of its: Human Capital Knowledge that people possess and generate Cultural Capital Understanding, trust, and norms of reciprocity in one’s social networking Structural Capital Relationship Capital Knowledge captured in systems and structures Values derived from satisfied consumers, reliable suppliers, etc .
Understanding Management Operations Acquisition Showing Use Selecting talent Communication Awareness Acquiring firms practice Freedom to make use of Individual learning Experimentation Making a Learning Positioning Value the generation of new knowledge Praise experimentation Acknowledge mistakes within learning Motivate employees to take reasonable hazards Explicit and tacit understanding Explicit knowledge can be structured and communicated from one person to another Tacit knowledge subtle information acquired through observation and experience, can’t be clearly communicated, just possible through observation and experience Two Dimensions of Explicit Understanding Easy to talk facts and figures versions and theories protocols, techniques, formula May be captured Difficult to communicate intuition judgment experience-based insight having things to work in practice Cannot be captured, although can be transferred The Explicit Dimension of Explicit refers to knowledge that continues to be reflected in some kind of channel such as in a document, graphic, process or perhaps tool.
Illustrations: Standard Functioning Procedures Manuals Checklists Computer code Tacit Knowledge Tacit knowledge is more important competitive advantage The economic value of tacit knowledge comes from its obstacles to transferability Its financial significance is usually an incentive to build up better comprehension of tacit know-how in its personal right. The Tacit Dimensions of Knowledge Tacit knowledge is highly personal and cannot be transmitted without close personal get in touch with. A specialist abandons the typical operating procedure because encounter tells him that it is certainly not appropriate from this situation A great auditor digs deeper mainly because something about the accounts makes her uneasy Two main processes
Codification of knowledge into databases and repositories Aide of social knowledge showing The Knowledge Creation Process Understanding is created and expanded through: the sociable interaction among tacit and explicit Via individuals to the group Monika , Attacked, 1995 Showing and creating tacit know-how through immediate experience Solicitation Externalities Articulating tacit through dialogue and reflection Explicit Learning and acquiring new tacit expertise in practice Monika, Attacked, Kong, Ottoman Internationalist Combination Stemming and making use of explicit expertise and Knowledge creation Application , approach from tacit to tacit knowledge GET ACROSS NO . 00213J e. G. New know-how is indicated in a way that could be shared Mixture , maneuver from specific to specific knowledge e. G. Doing work side by side, electronic. G. Incorporate with what we all already know and capture in policy or perhaps procedure Internationalist , approach from direct to tacit knowledge electronic. G. New learning be a pattern inside your repertoire, overlooked and you ignore you learned them (Monika and Attacked 1995) Taking care of knowledge: modification Levels of Knowledge Types of knowledge Individual Corporation tacit Databases Systems and procedures Skills Know-how