Knowledge management processes
Companies may find that they cannot meet their knowledge requirement from their available knowledge assets.
Knowledge management process framework
I have tried to organize the site as logically as possible, moving from a general introduction to knowledge and KM to introducing key subjects like organizational memory , learning, and culture. It is worse when a company does not even know the kind of knowledge it has. The vast amount of important business information needs to be categorized and mapped in order for the organization to reap the most benefits inherent in the knowledge. Classifying valuable information through the use of metadata, which involves identifying repeated names, keywords, and dates, along with indexing, can assist in capturing, searching, and retrieving the most relevant knowledge stored. This is at the heart of the knowledge management process. Knowledge Base Software Knowledge Management This is a knowledge management site covering the theories, frameworks, models, tools, and supporting disciplines that are relevant to both the student and the practitioner. Establishing an effective knowledge management process can assist organizational leaders in making decisions that will benefit their organizations.
I have tried to organize the site as logically as possible, moving from a general introduction to knowledge and KM to introducing key subjects like organizational memorylearning, and culture.
For examples, patent applications require the complete disclosures of the inventions and trade secrets require the demonstration of safe-keeping of documented information. Site last updated on 23 July The legal rights come with IP protection offers the company a distinct advantage which can be used to derive revenues from IP licensing or exclusive rights to commercialize.
Knowledge management process in hrm
Knowledge Codification Data and information need to be collected and analyzed in order to turn them into useful knowledge. Knowledge Transfer One of the advantages of knowledge is that knowledge is dynamic. Knowledge can be adapted and evolved through the processes of learning and sharing. Share and Benefit Sharing knowledge with individuals within an organization is the main reason businesses adopt knowledge management strategies. For example, General Electric created its Corporate Executive Council as part of its knowledge management strategy. Knowledge management may also include new knowledge creation, or it may solely focus on knowledge sharing , storage, and refinement. Politics: The long-term support to implement and sustain initiatives that involve virtually all organizational functions, which may be costly to implement both from the perspective of time and money , and which often do not have a directly visible return on investment. When knowledge assets are documented and shared, knowledge utilization will be facilitated. This is at the heart of the knowledge management process. This in itself may not seem so complex, but it implies a strong tie to corporate strategy, understanding of where and in what forms knowledge exists, creating processes that span organizational functions, and ensuring that initiatives are accepted and supported by organizational members. This issue will also be addressed throughout the site, and particularly in the knowledge management strategy section. This is the stage in Knowledge Management where value creation is delivered. Implementing knowledge management thus has several dimensions including: Strategy: Knowledge management strategy must be dependent on corporate strategy.
The synthesis of knowledge during this step will assist in determining how knowledge can be incorporated into the procedures and rules of an organization. The study of business practices and the search for new insights create a culture of knowledge and aid in the continuous improvement of an organization.
The site is structured very much like a textbook, with introductory concepts at the top, more subject-specific discussions in the latter half. Written documents can be scanned to digital databases for easier access and data management.
Without documenting and codifying tacit knowledge, its transfer for the purposes of learning and utilization, both internally and externally, will be difficult to achieve. The objective is to manage, share, and create relevant knowledge assets that will help meet tactical and strategic requirements.
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