Chapter 1 Introducing Knowledge Management PDF

Chapter 1 Introducing Knowledge Management Becerra-Fernandez, Sabherwal & Kumi -- Knowledge Management © Routledge  Chapter Objectives ▪ Describe what KM is and what the forces are that drive KM. ▪ Discuss organizational issues related to KM. ▪...

Chapter 1 Introducing Knowledge Management Becerra-Fernandez, Sabherwal & Kumi -- Knowledge Management © Routledge  Chapter Objectives ▪ Describe what KM is and what the forces are that drive KM. ▪ Discuss organizational issues related to KM. ▪ Explain knowledge management systems (KMS) and their role in the organization. ▪ Discuss the relevance of KM in today’s dynamic environments augmented with increasing technological complexity. ▪ Present the benefits and considerations about KM, including an overview of the nature of the KM projects currently in progress at public and private organizations around the world, and the important role that IT plays in KM Becerra-Fernandez, Sabherwal & Kumi -- Knowledge Management © Routledge  Knowledge Management: Motivation “The 20th anniversary of the landing of an American on the surface of the Moon occasioned many bittersweet reflections. Sweet was the celebration of the historic event itself... Bitter, for those same enthusiasts, was the knowledge that during the twenty intervening years much of the national consensus that launched this country on its first lunar adventure had evaporated... a generation of men and women who had defined their lives to a large extent in terms of this nation's epochal departure from Earth's surface was taking its leave of the program they had built” [Fries, 1992]. Becerra-Fernandez, Sabherwal & Kumi -- Knowledge Management © Routledge  Need for Knowledge Management “Knowledge has become the key resource, for a nation’s military strength as well as for its economic strength… is fundamentally different from the traditional key resources of the economist – land, labor, and even capital…we need systematic work on the quality of knowledge and the productivity of knowledge… the performance capacity, if not the survival, of any organization in the knowledge society will come increasingly to depend on those two factors” [Drucker,1994] Becerra-Fernandez, Sabherwal & Kumi -- Knowledge Management © Routledge  What Is Knowledge Management? Knowledge management (KM) may simply be defined as doing what is needed to get the most out of knowledge resources. In general, KM focuses on organizing and making available important knowledge, wherever and whenever it is needed. KM is also related to the concept of intellectual capital.  Forces Driving Knowledge Management 1. Increasing Domain Complexity: Intricacy of internal and external processes, increased competition, and the rapid advancement of technology all contribute to increasing domain complexity. 2. Accelerating Market Volatility: The pace of change, or volatility, within each market domain has increased rapidly in the past decade. 3. Intensified Speed of Responsiveness: The time required to take action based upon subtle changes within and across domains is decreasing. 4. Diminishing Individual Experience: High employee turnover rates have resulted in individuals with decision-making authority having less tenure within their organizations than ever before. Becerra-Fernandez, Sabherwal & Kumi -- Knowledge Management © Routledge  So, what does this mean? Faced with increased complexity, market volatility and accelerated responsiveness, today’s younger manager feels less adequate to make the difficult decisions faced each day. KM is important for organizations that continually face downsizing or a high turnover percentage due to the nature of the industry. Becerra-Fernandez, Sabherwal & Kumi -- Knowledge Management © Routledge  Vignette 1.1: Is Knowledge Management for Everybody? KM is important for all organizations Today’s decision maker faces the pressure to make better and faster decisions in an environment characterized by a high domain complexity and market volatility, even in light of  lack of experience typically from the decision maker  outcome of those decisions could have such a considerable impact on the organization Becerra-Fernandez, Sabherwal & Kumi -- Knowledge Management © Routledge  Knowledge Management Systems Information technology facilitates sharing as well as accelerated growth of knowledge. Information technology allows the movement of information at increasing speeds and efficiencies. “Today, knowledge is accumulating at an ever increasing rate. It is estimated that knowledge is currently doubling every 18 months and, of course, the pace is increasing... Technology facilitates the speed at which knowledge and ideas proliferate” [Bradley, 1996] Becerra-Fernandez, Sabherwal & Kumi -- Knowledge Management © Routledge  Knowledge Management Systems (continued-2) Knowledge management mechanisms are organizational or structural means used to promote knowledge management. The use of leading-edge information technologies (e.g., Web-based conferencing) to support KM mechanisms enables dramatic improvement in KM. knowledge management systems (KMS): the synergy between latest technologies and social/structural mechanisms Becerra-Fernandez, Sabherwal & Kumi -- Knowledge Management © Routledge  Knowledge Management System (continued-3) KM systems classification based on observations on the KM systems implementations:  Knowledge Discovery Systems (Chapter 6)  Knowledge Capture Systems (Chapter 7)  Knowledge Sharing Systems (Chapter 8)  Knowledge Application Systems (Chapter 9) Becerra-Fernandez, Sabherwal & Kumi -- Knowledge Management © Routledge  Knowledge Management Systems (continued-4) Artificial intelligence and machine learning technologies—important role in the KM processes, enabling the development of KMS Experience management—experience develops over time, to coalesce into more general experience, which then combines into general knowledge Becerra-Fernandez, Sabherwal & Kumi -- Knowledge Management © Routledge  Issues in Knowledge Management “Effective KM is not about making a choice between software vs. wetware, classroom vs. hands-on, formal vs. informal, technical vs. social… uses all the options available to motivated employees to put knowledge to work … [and] depends on recognizing that all of these options basically need each other” [Stewart, 2002]. One of the primary differences between traditional information systems and KM systems is the active role that users of KM systems play on building the content of such systems. Becerra-Fernandez, Sabherwal & Kumi -- Knowledge Management © Routledge  Effective Knowledge Management 80% — Organizational culture and human factors 20% — Technology Becerra-Fernandez, Sabherwal & Kumi -- Knowledge Management © Routledge  Essence of KM 1. Knowledge is first created in the people’s minds. KM practices must first identify ways to encourage and stimulate the ability of employees to develop new knowledge. 2. KM methodologies and technologies must enable effective ways to elicit, represent, organize, reuse, and renew this knowledge. 3. KM should not distance itself from the knowledge owners, but instead celebrate and recognize their position as experts in the organization. Becerra-Fernandez, Sabherwal & Kumi -- Knowledge Management © Routledge  Text Overview 13 chapters divided into 3 parts  Part I: Principles of Knowledge Management  Part II: Knowledge Management Technologies & Systems  Part III: Management & the Future of Knowledge Management Becerra-Fernandez, Sabherwal & Kumi -- Knowledge Management © Routledge  Conclusions In this chapter, we… Described KM ranging from the system to the organizational perspective. Explained the relevance of KM in today’s dynamic environments augmented with increasing technological complexity. Explained the benefits and considerations about KM, including an overview of the nature of the KM projects currently in progress at public and private organizations around the world. Described that information technology plays an important role in KM. The enabling role of IT is discussed, but the old adage of “KM is 80% organizational, and 20% about IT” still holds today. Becerra-Fernandez, Sabherwal & Kumi -- Knowledge Management © Routledge