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Chapter 2

Chapter 2. Knowledge Management in Organization. What is Knowledge ?.

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Chapter 2

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  1. Chapter 2 Knowledge Management in Organization

  2. What is Knowledge ? Knowledge is a fluid mix of framed experience, values, contextual information, expert insight, and intuition that provides an environment and framework for evaluating and incorporating new experiences and information. It originates in individual minds but is often embedded in organizational routines, processes, practices, systems, software, and norms. Knowledge Management

  3. Knowledge Management’s value proposition • Knowledge integration is the engine of economic prosperity. • Unpredictable markets necessitate “organization abandonment” • KM lets you lead change so that change does not lead you. • Cross-industry amalgamation is breeding complexity. • Those who forget the past are condemned to repeat it. • A bridge is needed to across the Atlantic. • Tacit knowledge is mobile. • Knowledge application requires “water-cooler” and “coffee-machine” cultures; IT barely support sharing. Knowledge Management

  4. What Knowledge Management is not about • KM ไม่ใช่การจัดความรู้ให้ผู้อื่นใช้ • KM ไม่ใช่การจัดความรู้เข้าสู่ระบบ IT Knowledge Management

  5. What Knowledge Management is not about • KM is not Knowledge Engineering. KM is a business problem and falls in domain of information systems and management, not in computer science. KM = Information System + people. • KM is about process, not just digital networks. KM goal is to improve business process. • Km is not building a smarter intranet. • KM is not about one time investment. • KM is not about enterprise-wide “infobahns”. KM is on helping the right people apply the right knowledge at the right time. Knowledge Management

  6. Reasons for being successful business? Brand recognition Industry-driven vision Patterns and breakthroughs Customer Royalty and its reach Innovation business ideas Anticipated future products Past achievements Groundbreaking strategies • Coke/Coca Cola • Walmart • Microsoft/Intel • eBay • Yahoo • AOL • Citibank • Pfizer These companies are driven by and valued for their knowledge not their assets. Knowledge Management

  7. Case studies • Drivers • Knowledge Centric drivers • Technology drivers • Structural drivers • Process focused drivers • Economic drivers • Problem symptoms • Threat and KM Solutions • Notes and Exemplars Table 2-1 Amrit Tiwana p.19-29 Knowledge Management

  8. Barriers to KMS • No recognition and reward for sharing knowledge • People are competitive & believe that knowledge increases their power • No vehicle for storing & categorizing knowledge, or the existing vehicle is difficult to use • They don’t know anyone who would be interested in what they want • They don’t share knowledge because they are not aware of what they know. Knowledge Management

  9. Summary • Physical assets : production-oriented and technologies = lose value as they are used. • Knowledge increases in value. • KM helps avoid unnecessary work duplication, and repeated mistakes. • KM can save your company from “knowledge walkout”. • KM can make your company a proactive anticipator. “We must become the change we want to be”. Knowledge Management

  10. ??? Assignment 1 • State problems in your organization. • What need to be done for a better organization in term of using and sharing knowledge. • business process • technology / infrastructure • culture/ people Knowledge Management

  11. A journey of a thousand miles must begin with asingle step. เล่าจื้อ

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