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Knowledge and Information

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Knowledge and Information
Knowledge and Information � PAGE �2�

Running Head: KNOWLEDGE AND INFORMATION

Knowledge and Information

[The Writer 's Name]

[The Name of the Institution]�

Knowledge and Information

Introduction

According to Webb (1998, 110-15), information is the potential for knowledge. Knowledge is actionable information that can be used across the entire organisation. The more knowledge an organisation possesses, the more it can reduce uncertainties. Davenport and Prusak (1997, 99-102), refers knowledge as fluid mix of framed experience, values, contextual information, expert insight and grounded intuition that provides an environment and framework for evaluating and incorporating new experiences and information? In organisations, knowledge is embedded not only in documents or repositories but also in organisational routines, processes, practices and norms. Therefore to gain competitive advantage, workers must be knowledge driven by appreciating the power of knowledge and leveraging on that knowledge capital.

Knowledge management is not about building computerised systems of human capital but it is about the planning and implementation of activities designed to continuously identify, acquire, apply, share, develop, create, preserve and measure organisation knowledge assets. Knowledge management is about unifying organisation knowledge. It is about developing the value of knowledge from time to time. It is the ultimate resource that can be applied to implement organisation strategy as well as to achieve our strategic focus. (Rampersad, 2002, 33-40) The central activity of knowledge management is about moving organisation knowledge capital so that it can be used to improve productivity.

Knowledge management practices involve activities such as knowledge-identification, knowledge-acquisition, knowledge-application, knowledge-sharing, knowledge-development, knowledge-creation, and knowledge-preservation and knowledge measurement. Knowledge identification is the process of



References: Abell, Angela and Oxbrow, Nigel. (2005). Skills for the knowledge economy: the reality of the market-place. Business Information Review, 16(3), 115-121. Almeida, P. (1996), "Knowledge Sourcing by Foreign Multinational: Patent Citation Analysis in Semiconductor Industry," Strategic Management Journal, 17 (Winter Special Issue), 155-65. Appleyard, M.M. (1996), "How Does Knowledge Flow? Interfirm Patterns in the Semiconductor Industry," Strategic Management Journal, 17 (Winter Special Issue), 137-54. Armstrong, A. & Foley, P. (2003) Foundations for a learning organisation: organisation learning mechanisms. The Learning Organisation Journal, 10 (2), 74-82. Bartol, K. & Srivastava, A. (2002). Encouraging knowledge sharing: The role of organisational reward systems. Journal of Leadership & Organisational Studies, 9 (1), 64. Bloodgood, J.M. and Salisbury, W.D. (2001) Understanding the influence of organisational changes strategies on information technology and knowledge management strategies, Decision Support Systems, Vol. 31, pp. 55-59. Brooking, Annie (2004) Corporate Memory: strategies for knowledge management; London: International Thomson Business Press. 119-26 Carter, C Choo, C. (2001). The knowing organisation as a learning organisation. Journal of Education & Training, 4 (5), 197-205. Conner, Kathleen and C.K. Prahalad (1996), "A Resource Based Theory of the Firm: Knowledge Versus Opportunism," Organisation Science, 7 (5), 477-501. Davenport, T,H. and Prusak, L. (1997). Information ecology: mastering the information and knowledge environment, Oxford University Press: New York. 99-102 Davenport, T.H Gold, Andrew H., Arvind Malhotra, and Albert H. Segars (2001), "Knowledge Management: An Organisational Capabilities Perspective," Journal of Management Information Systems, 18 (1), 185-214. Grant, Robert M. (1996), "Toward a Knowledge-Based Theory of the Firm," Strategic Management Journal, 19 (Special Issue), 109-122. Grewal, Rajdeep and Patriya Tansuhaj (2001), "Building Organisational Capabilities for Managing Economic Crisis: The Role of Market Orientation and Strategic Flexibility," Journal of Marketing, 65 (April), 67-80. Handy, Charles (1994) "The Age of Unreason"; Boston: Harvard Business School Press, 17-19 Hendriks, P Herschel, R.T., Nemati, H. and Steiger, D. (2001) Tacit to explicit knowledge conversion: knowledge exchange protocols, Journal of Knowledge Management, Vol. 5, No. 1, pp. 107-116. Hunt, Shelby D. (2000), A General Theory of Competition. Thousands Oaks, CA: Sage Publications. 221-28 Jaworski, Bernard J Katsirikou, A. (2003). Consortia and knowledge management: the functional context and organisational model. Library Management Journal., 6(7), 337-347. King, William R. (2003). Integrating knowledge management into IS strategy. Information System Management. 16(40), 70-72. Kingston, J and Macintosh, A. (2000) Knowledge management through multi-perspective modelling: representing and distributing organisational memory, Knowledge-Based Systems, Vol. 13, pp. 121-131. Li, Tiger and Roger J. Calantone (1998), "The Impact of Marketing Knowledge Competence on New Product Advantage: Conceptualisation and Empirical Examination," Journal of Marketing, 62 (October), 13-29. Loermans, J. (2002). Synergising the organisation and knowledge management. Journal of Knowledge Management, 6 (3), 285-294. Motta, E. (2004) Reusable Components For Knowledge Modelling: Case Studies in Parametric Design Problem Solving, IOI Press, Amsterdam. 181-90 Mouritsen, J., Larsen H Myers, Paul S., ed. (2006). Knowledge management and organisational design. Boston : Butterworth-Heinemann. 110-14 Nonaka, I and Takeuchi, H Politis, J. (2001). The relationship of various leadership styles to knowledge management. The Leadership and Organisation Development Journal, 22 (8), 354-364. Rampersad, H. (2002). Increasing organisational learning ability based on a knowledge management quick scan. Journal of Knowledge Management Practice, October Issue. 33-40 Rowley, J Sanchez, Ron and Joseph Mahoney (1996), "Modularity, Flexibility and Knowledge Management in Product and Organisation Design," Strategic Management Journal, 17 (Winter Special Issue), 63-76. Tiwana, A., and Ramesh, B. (2001) A design knowledge management system to support collaborative information product evolution, Decision Support Systems, Vol.31, pp.241-262. Tiwana, Amrit (2000). The knowledge management toolkit: practical techniques for building a knowledge management system. New Jersey : Prentice Hall PTR. 166-73 Venkatraman, N Webb, Sylvia P. (1998). Knowledge Management: linchpin of change? Some practical guidelines. London: Aslib. 110-15 Wielinga, B., Sandberg, J Wigg, K.M. (2002) Knowledge Management: Where Did It Come From and Where Will It Go?, Expert System With Application, Vol. 13, No. 1, pp. 1-14. Wilson, T. (2002). The nonsense of 'knowledge management '. Information Research Journal, 8 (1). 17-20 Zander, U

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