▪ Becerra-Fernandez, I., Sabherwal, R. (2010) Knowledge management. Systems and processes, New York: M.E. Sharpe ▪ Bratianu, C. (2011a) Changing paradigm for knowledge metaphors from dynamics to thermodynamics, System Research and Behavioral Science, vol. 28, pp. 160-169. ▪ Bratianu, C. (2011b) Knowledge and intellectual capital, Bucuresti: Business Excellence ▪ Bratianu, C. (ed.)(2009) Capitalul intelectual organizational, Bucuresti: Editura ASE Bucuresti ▪ Bratianu, C., Orzea, I. (2010) Organizational knowledge creation, Management & Marketing, vol 5(3), pp. 41-62 ▪ Debowscki, S. (2006) Knowledge management, Milton: John Wiley & Sons. ▪ Nicolescu, O., Nicolescu, L. (2005) Economia, firma si managementul bazat pe cunostinte, Bucuresti: Editura Economica ▪ Rosca, I.Gh. (ed.)(2006) Societatea cunoasterii, Bucuresti: Editura Economica WHAT IS KNOWLEDGE MANAGEMENT?
■ Knowledge is being regarded as a valuable commodity. ■ Knowledge is very different in many ways from the traditional critical assets. ■ Corporations now realize that they are successful because of the skills and experience of their employees. WHAT IS KNOWLEDGE MANAGEMENT? (cont.)
■ To be successful in today’s organizational environment, companies need to learn from their past errors and not reinvent the wheel again and again. ■ Lack of consensus over what constitutes a good definition of KM. ■ The basic aim of knowledge management is to leverage knowledge to the organization’s advantage. ■ Knowledge management (KM) may simply be defined as doing what is needed to get the most out of knowledge resources. MULTIDISCIPLINARY NATURE OF KM
■ Organizational science.
■ Cognitive science.
■ Linguistics and computational linguistics.
■ Information technologies.
■ Information and library science.
■ Technical writing and journalism.
■ Anthropology and sociology.
■ Education and training.
■ Storytelling and communication studies.
■ Collaborative technologies.
KEY ATTRIBUTES OF KM
■ Generating new knowledge.
■ Accessing valuable knowledge from outside sources.
■ Using accessible knowledge in decision making.
■ Embedding knowledge in processes, products, and/or services. ■ Representing knowledge in documents, databases, and software. ■ Facilitating knowledge growth through culture and incentives. ■ Transferring existing knowledge into other parts of the organization. ■ Measuring the value of knowledge assets and/or impact of knowledge management. BUSINESS DRIVERS
1. Globalization of business.
2. Leaner organizations.
3. “Corporate amnesia.”
4. Technological advances.
Knowledge management represents one response to the challenge of trying to manage this complex, information-overloaded work environment. BENEFITS OF KM
■ For the individual, KM:
■ Helps people do their jobs and save time through better decision making and ■ problem solving.
■ Builds a sense of community bonds within the organization. ■ Helps people to keep up to date.
■ Provides challenges and opportunities to contribute. ■ For the community of practice, KM:
■ Develops professional skills.
■ Promotes peer-to-peer mentoring.
■ Facilitates more effective networking and collaboration. ■ Develops a professional code of ethics that members can follow. ■ Develops a common language.
BENEFITS OF KM (cont.)
■ For the organization, KM:
■ Helps drive strategy.
■ Solves problems quickly.
■ Diffuses best practices.
■ Improves knowledge embedded in products and services. ■ Cross-fertilizes ideas and increases opportunities for innovation. ■ Enables organizations to stay ahead of the competition better. ■ Builds organizational memory.
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