Organizational Knowledge

Topics: Knowledge management, Management, Knowledge Pages: 20 (5063 words) Published: August 24, 2013
Organizational Knowledge

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Content Table
01. 02. 03. 04. 05. 06. 07. 08. 09. Introduction Organizational Knowledge Defining Knowledge Tacit Knowledge Explicit Knowledge Individual Knowledge Group Knowledge Important Dimensions of Knowledge Knowledge Creation - Socialization - Combination - Externalization - Internalization Knowledge Management Knowledge Management Value Chain

10. 11.

- Knowledge acquisition - Knowledge storage - Knowledge Dissemination - Knowledge Application - Knowledge Applications in the Technological Aspect 12. Knowledge Management Strategies - Codification Strategy - Personalization Strategy 13. Types of Knowledge Management systems in an Organization - Enterprise-wide knowledge management systems - Knowledge work systems (KWS) - Intelligent techniques - Knowledge Portals 14. A learning Organization 15. Learning and the Knowledge Management 16. Conclusion 17. References

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INTRODUCTION We live in an information economy in which the major source of wealth and prosperity is the production and distribution of information and knowledge. An era in which the key economic resource is knowledge is startlingly different from an era in which the key resources were capital, raw materials, land and labor. Emerging service economy trend lead many organizations towards the information base strategies to face and fight with the current business competitions. In that case knowledge plays a major role in every organization. In an economy where the only certainty is uncertainty, the one sure source of lasting competitive advantage is knowledge. (Harvard Business Review) Therefore an organization‟s most valuable assets are the people it employs. The ideas, experiences, expertise and knowledge contained in the mind of an individual may be worth more to an organization. In this case, Knowledge can be recognized as an important weapon for sustaining competitive advantage in organizations and many companies are beginning to manage organizational knowledge. Any organization that dynamically deals with a changing environment ought not only to process information efficiently but also create information and knowledge. (Lee & Choi, 2003)

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Organizational Knowledge
It is often said that an organization‟s most valuable assets are the people it employs. The ideas, experiences, expertise and knowledge contained in the mind of an individual may be worth more to an organization than can be quantified with respect to how that knowledge is applied each day to save time, reduce costs, and advance the organization‟s initiatives. How can an organization capitalize on individual knowledge? How do individuals contribute to subunits or groups within the organization to build and perpetuate group knowledge? How does individual and group knowledge become organizational knowledge that can be captured, reused, and applied to achieve measurable positive effects for the organization? When might extraorganizational knowledge be used to further increase or enhance the capabilities of an organization? In line with the topic; Organizational knowledge, we have to explores these questions, first by defining each knowledge type, then by examining how knowledge moves through an organization and becomes valuable organizational intellectual capital.

Defining Knowledge
Knowledge is a cognitive, a spiritual, event that take place inside people‟s heads. There are two primary definitions of the knowledge as the Tacit Knowledge and the Explicit Knowledge. In simply knowledge residing in the minds of employees that has not been documented is called tacit knowledge, whereas knowledge that has been documented is called explicit knowledge.

Tacit Knowledge
Tacit Knowledge can be defined as knowledge that has not yet been codified from the outside the individual‟s mind. On another words, knowledge that comes from experience and is difficult or impossible to communicate. It is intangible and consists of knowledge which is difficult to...

References: Knowledge is situational Knowledge is conditional: Knowing when to apply a procedure is just as important as knowing the procedure Knowledge is related to context\
SOURCE: Laudon and Laudon, 2008.Management Information Systems
Combination
The combination mode of knowledge conversion embodies the aggregation of multiple examples of explicit knowledge (Nonaka, 1994)
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