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
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
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