Knowlegde management
MGB200 – Leading Organisations
Semester 2, 2013
“Knowledge is experience. Everything else is just information” Albert Einstein
Learning Objectives
After studying this week’s content you should be able to:
1.
2.
3.
4.
5.
Define knowledge management, intellectual capital, and organisational learning.
Identify specific ways that organisations acquire and share knowledge. Describe the knowledge creation process.
Explain the role of trust in knowledge sharing.
Identify organisational features which facilitate organisational learning. Lecture Overview
What is knowledge management?
Knowledge creation process
Tacit and explicit knowledge
Nonaka & Takeuchi
Knowledge sharing
Definitions, history, and benefits
Ability and willingness
Organisational learning
Data – Information - Knowledge
Data
Information
Knowledge
a set of discrete, objective facts about events Contextualised
Categorised
Calculated
Corrected
Condensed
data endowed with relevance and purpose
Comparison
Consequences
Connections
Conversation
a fluid mix of framed experience, values, contextual information and expert insight.
Source: Davenport & Prusak, 1998.
Knowledge is:
justified true beliefs (Nonaka, 1994, p.15)
the individual’s ability to draw distinctions within a collective domain of action, based on an appreciation of context or theory, or both (Bell, 1999, p.lxiv)
information that is relevant, actionable and at least partially based on experience (Leonard & Sensiper, 1998,
p.113)
a fluid mix of framed experience, values, contextual information and expert insight (Davenport & Prusak, 1998,
p.9)
Knowledge Management
“is the management of information, knowledge and experiences available to an organisation in order that organisational activities build on what is already known and extend it further” (Mayo, 1998)
Increased
Semester 2, 2013
“Knowledge is experience. Everything else is just information” Albert Einstein
Learning Objectives
After studying this week’s content you should be able to:
1.
2.
3.
4.
5.
Define knowledge management, intellectual capital, and organisational learning.
Identify specific ways that organisations acquire and share knowledge. Describe the knowledge creation process.
Explain the role of trust in knowledge sharing.
Identify organisational features which facilitate organisational learning. Lecture Overview
What is knowledge management?
Knowledge creation process
Tacit and explicit knowledge
Nonaka & Takeuchi
Knowledge sharing
Definitions, history, and benefits
Ability and willingness
Organisational learning
Data – Information - Knowledge
Data
Information
Knowledge
a set of discrete, objective facts about events Contextualised
Categorised
Calculated
Corrected
Condensed
data endowed with relevance and purpose
Comparison
Consequences
Connections
Conversation
a fluid mix of framed experience, values, contextual information and expert insight.
Source: Davenport & Prusak, 1998.
Knowledge is:
justified true beliefs (Nonaka, 1994, p.15)
the individual’s ability to draw distinctions within a collective domain of action, based on an appreciation of context or theory, or both (Bell, 1999, p.lxiv)
information that is relevant, actionable and at least partially based on experience (Leonard & Sensiper, 1998,
p.113)
a fluid mix of framed experience, values, contextual information and expert insight (Davenport & Prusak, 1998,
p.9)
Knowledge Management
“is the management of information, knowledge and experiences available to an organisation in order that organisational activities build on what is already known and extend it further” (Mayo, 1998)
Increased
References: Constant, D., Kiesler, S., & Sproull, L. (1994). What’s mine is ours, or is it? A study of attitudes about information sharing Cowan, R., David, P. A., Foray, D. (2000) 'The Explicit Economics of Knowledge Codification and Tacitness ', Industrial and Corporate Change 9(2): 211-253. Crossan, M. M., H. W. Lane, and R. E. White. 1999. An organizational learning framework: from intuition to institution Davenport, T. H., & Prusak, L. (1998). Working knowledge: how organizations manage what they know. DeLong D. W., & Fahey, L. (2000). Diagnosing cultural barriers to knowledge management. Academy of Management Executive, 14(4), 114-127. Dirks, K. T., & Ferrin, D. (2001). The role of trust in organizational settings. Organization Science, 12, 450-467. Grant, R. M. (1996) 'Toward a Knowledge-Based Theory of the Firm ', Strategic Management Journal 17(winter): 109-122. McDermott, R., & O’Dell, C. (2001). Overcoming cultural barriers to sharing knowledge. Journal of Knowledge Management, 5(1), 76-85. Nonaka, I. & Takeuchi, H. (1995). The Knowledge-Creating company. Oxford University Press: New York. Pfeffer, J., Sutton, R. I. (1999) 'Knowing "What" to Do Is Not Enough: Turning Knowledge into Action ', California Management Review 42(1): 83-108. Polanyi, M. (1967) The Tacit Dimension. London: Routledge. Weiss, L. (1999). Collection and connection: The anatomy of knowledge sharing in professional service firms