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Chapter 2 An Introduction to Strategic Knowledge Management

Chapter 2 An Introduction to Strategic Knowledge Management. Introduction. Organizations need to understand how knowledge operates, and who possesses strategic knowledge Organizational knowledge needs to be identified and carefully managed to ensure its contribution is maximized

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Chapter 2 An Introduction to Strategic Knowledge Management

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  1. Chapter 2An Introduction to Strategic Knowledge Management

  2. Introduction • Organizations need to understand how knowledge operates, and who possesses strategic knowledge • Organizational knowledge needs to be identified and carefully managed to ensure its contribution is maximized • Knowledge work is an increasing component of workplaces

  3. Knowledge Workers • Apply their personal knowledge to work problems or situations • Regularly build on existing knowledge • Use their heads, more than their hands • Valued for their intellectual contributions

  4. Organizational Knowledge • Know what – what is useful • Know who – who has the knowledge • Know how – how to use the knowledge • Know why – why is this knowledge chosen • Know where – where can this knowledge be found • Know when – when is the best time to use this knowledge • Know if – in what occasion can this knowledge be used

  5. Phases of Knowledge Development (1/2) • Knowledge evolves and grows with use and re-use — it is dynamic in nature • Organizational knowledge draws on collective and individual contributions of those within the workplace • Five phases of organizational knowledge creation can be identified

  6. Phases of Knowledge Development (2/2)

  7. Knowledge Management Infrastructure • Managerial • Technical • Social

  8. Managerial Infrastructure (1/2) • Managerial support for knowledge workers • Formal management processes which are applied • Impact strongly on the resourcing, decision-making and innovative practices which are allocated to knowledge management • Management can facilitate or hinder knowledge management

  9. Managerial Infrastructure (2/2) Human resource management (HRM) • The processes which facilitate effective recruitment, retention, development and nurturing of staff • Align individual staff member’s efforts with the organizational priorities through appropriate practices and strategies • HRM operates at all levels within organizations

  10. Technological Infrastructure • Technical and information management systems • Help the recording, transmitting and sharing of information and knowledge • Includes library and information services and records management strategies

  11. Social Infrastructure • Enabling social and professional interchange between organizational members and other stakeholders • Strongly influenced by the values which are emphasized within the organization • Knowledge management can help to develop social capital across the organization

  12. Harnessing Organizational Knowledge (1/3) • The knowledge core is the accumulated mass of knowledge which is identified, publicly valued, captured and disseminated by the organization • Ensures staff members focus on the generation and preservation of critical knowledge

  13. Harnessing Organizational Knowledge (2/3) Enabling knowledge transfer • Critical knowledge needs to be regularly and effectively disseminated to all who require it • Increasing value of knowledge has changed the way in which communication and strategic interactions occur in organizations • Three knowledge transfer models demonstrate the evolving nature of organizational communication:

  14. Harnessing Organizational Knowledge (3/3) Knowledge objects • Intellectual property • Standardization • Customization

  15. Communities of Practice (CoP) • Groups of people with common interests who share their insights and knowledge • Collectivist mentality • Self-managed groups who continue through the personal commitment of members

  16. The Five Ps of Strategic Knowledge Management

  17. Building Knowledge Management into the Strategic Framework • Organizations need to emphasize capacity building to anticipate future needs • Knowledge sharing is an important core competency • The development of a strategic knowledge community requires active support • Knowledge management should add value

  18. Concluding Points • Knowledge management is a complex systemic process • Organizational knowledge needs to be identified, developed and shared to ensure it is optimally used • Organizational infrastructure plays a major part in encouraging effective knowledge management

  19. Today’s focus questions: • What types of work do knowledge workers undertake? • How does knowledge develop? • How can knowledge be optimized in organizations? • Lecture Reference: Debowski, Chapter 2

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