Mohammad Mosaddek Hussain :
Nowadays, the subject of knowledge management is a very interesting and important matter for the organizations for boosting growth and increasing all-round efficiency among employees and employers as well. So, there is no scope to avoid this important course of action for fostering corporate culture within the area of knowledge management. Actually, if we do not introduce the culture of knowledge management our goal would not be achieved at a standard scale. At first, we have to comprehend the theory and functions of knowledge management that should not be introduced without experienced hand and expert intervention as a whole.. The concept is discussed from different angles by different experts as per their experience, knowledge and practice in real life situation. Although, we have to understand how it works in the organization.
As per view of Frappaolo, 1998, :Knowledge management consists of four basic functions:
1) externalization, 2) internalization, 3) intermediation and 4) cognition
His discussion on functions: he described these as under:
Externalization is capturing knowledge in an external repository and organizing it by some framework in an effort to discover similar knowledge. Technologies that support externalization are imaging systems, databases, workflow technologies, document management systems using clustering techniques, etc.
Internalization is the process of identifying knowledge, usually explicit, relevant to a particular user’s needs. It involves mapping a particular problem, situation, or a point of interest against the body of knowledge already captured through externalization.
Intermediation is similar to the brokering process for matching a knowledge seeker with the best source of knowledge (usually tacit) by tracking the experience and interest of individuals and groups of individuals. Some technologies that facilitate these processes are groupware, intranets, workflow and document management systems.
Cognition applies the knowledge exchanged preceding three processes. This is probably the knowledge management component that is most difficult to automate because it relies on human cognition to recognize where and how knowledge can be used.
Effective knowledge management is neither panacea for all issues but it is one of many components of good management. Sound planning, savvy marketing, high-quality products and services, attention to customers, the efficient structuring of work, and the thoughtful management of an organization’s resources is not diminished in importance by the acknowledgement that knowledge is critical to success and needs to be managed for organizational growth. However, when a business organization faces rivals doing well on those other dimensions, the difference between success and failure may well turn on how effectively it manages its knowledge at all the levels in organization settings.
Knowledge management success factors is linked to economic performance or industry value; a technical and organizational infrastructure; a standard, flexible knowledge structure; a knowledge-friendly culture; a clear purpose and language; a change in motivational practices; multiple channels for knowledge transfer and higher and senior management support in different situation as per need.
To manage knowledge effectively in business, corporates and various organizations, besides other factors, special attention should be given to contextual dimensions of organization such as strategy, technology and culture, that is:
Most important is building a strong culture to adopt and support it.
Defining effective strategies for using all knowledge resources efficiently.
Using information technologies (digital documents, intranets, expert systems etc) for developing knowledge management systems.
Knowledge infrastructure can be built on these three dimensions or foundations. The first foundation, that is culture, should be considered before practicing knowledge management. Knowledge management, at its core, has a strong human component. An organization’s knowledge management strategy cannot be successful unless the organization has developed a trusting knowledge culture that emphasizes the role and value of knowledge in day-to-day business decisions. The culture must be geared towards rewarding innovation, learning, experimentation, scrutiny and reflection.
Organizations should establish and practice a culture conducive to more effective knowledge creation, transfer, and use by the employees. Today many companies are engaged in high-level and general efforts to change the organizational norms and values related to knowledge. They are making efforts to make their personnel understand the importance of this valuable asset. Effective knowledge management requires a good environment and support that fit between the organization’s culture and its knowledge management initiatives. Changes that don’t fit the culture probably won’t thrive, so management needs to align its approach with its existing culture or be prepared for a long-term culture change effort. In general, if the cultural soil isn’t fertile for knowledge management initiatives, no amount of technology, knowledge content, or good knowledge management practices will make the effort successful. Organizational culture should have several components
with regard to knowledge:
People should have a positive orientation and attitutude to knowledge, that is, employees should be bright, intellectually curious, willing and free to explore and also executives should encourage their knowledge creation and use.
People should not be inhibited in sharing knowledge, that is, they should feel that they are not alienated or resentful of the company and don’t fear that sharing knowledge will cost thGenerally implementing a knowledge management methodology follows seven steps:
1. Identifying the problem. Corporate knowledge is typically found in isolated systems or knowledge silos. The access and technological barriers protecting this knowledge lead users to perceive that there is lack of knowledge. The knowledge segments should be identified.
2. Preparing for change. This refers to change in terms of business efforts, especially in how the business is operated.
3. Creating the team. Most organizations that have successfully implemented knowledge management have created a corporate level knowledge management team charged with and responsible for implementing a pilot project. Here chief knowledge officer should be appointed to lead the effort.
4. Mapping out the knowledge. Identify what the knowledge is, where it is, who has it, and who needs it. Once the knowledge map is clear, define and prioritize the key feature and identify appropriate technologies that can be used to implement the knowledge management system.
5. Creating a feedback mechanism. A feedback system should be created to indicate management how the system is used and should report any difficulties.
6. Defining the building blocks for a knowledge management system. The base structures of a viable knowledge management system should consist of a knowledge repository, knowledge contribution and collection processes, knowledge retrieval systems, a knowledge directory and content management.
7. Integrating existing information systems to contribute and capture knowledge in an appropriate format.
Initially a prototyping process should be used, starting with a small group in a pilot program. Once it has demonstrated success, then other members of the organization should request access and this way the stem will expand.
After adopting knowledge management successfully , Huang et al. (1999) identified the following 10 strategies for successful knowledge management implementations:
1. Create a knowledge management methodology. This can be based on the intellectual capital management (ICM) methodology adopted by IBM global services. The key components of ICM are a vision that values sharing and reusing knowledge; processes for efficiently gathering, evaluating, structuring and distributing intellectual capital; a competency community of practice consisting of knowledge workers in a core competency area; technology that enable company wide knowledge sharing and incentives to encourage intellectual contribution and reuse.
2. Assigned a definite person. Appoint a chief knowledge officer to promote and manage the knowledge management activities in the company.
3. Empower knowledge workers. In reality, knowledge originates from its knowledge workers. Thus empowering and supporting knowledge workers by making them a key component of the knowledge management system is critical to the success of company’s knowledge management strategy.
4. Manage customer-centric knowledge. A firm can strengthen its position in a competitive environment not only by emphasizing customer satisfaction but also by focusing on both learning about and learning from their customers.
5. Manage core competencies. Core competencies can vary among firms based on unique benefits they intend to provide to their customers by effectively combining human capital, intellectual and intangible assets, processes and technologies in the firm. Thus the core competencies of one firm may not be easily replicated by other firms, as their capabilities may not essentially be the same.
6. Foster collaboration and innovation. A firm can nurture collaboration by accentuating the importance of teamwork, learning, sharing, trust and flexibility. Developing an appropriate reward structure for innovation also fosters high creative potential among individuals.
7. Learn from best practices. By recording and sharing best practices, firms can prevent reinvention and thus be more efficient and more effective by encouraging reuse of the best ideas and methods. In the past, firms shared and learned about best practices through symposiums, conferences and seminars. Now web-based approaches are becoming norm.
8. Extend knowledge sourcing. Successful retrieval of information and dissemination of value-added knowledge are referred as knowledge sourcing. Through different media such as internet, intranet and extranet firms can retrieve and deliver knowledge.
9. Interconnect communities of expertise. Firms create a link between internal and external communities by using formal virtual communities and teams and through electronic libraries such as white papers or knowledge banks. Internal experts aid in problem solving, while experts are generally connected with senior management to advice on specific area.
10. Report the measured value of knowledge assets. It is important that firms measure how knowledge management contributes to the business and organization. It is difficult task but important task to validate the development and use of a knowledge management system, as is true for any information system.
Organizations can gain several benefits from implementing knowledge management strategies. Tactically they can reduce loss of intellectual capital due to people leaving the company, reduce costs by decreasing and achieving economies of scale in obtaining information from external providers, reduce redundancy of knowledge based activities, increase productivity by making knowledge available more quickly and easily and increase employee satisfaction by enabling greater personal development and empowerment. Today, the best reason is a strategic need to gain a competitive advantage in the marketplace.
Mohammad Mosaddek Hussain, [email protected]
Nowadays, the subject of knowledge management is a very interesting and important matter for the organizations for boosting growth and increasing all-round efficiency among employees and employers as well. So, there is no scope to avoid this important course of action for fostering corporate culture within the area of knowledge management. Actually, if we do not introduce the culture of knowledge management our goal would not be achieved at a standard scale. At first, we have to comprehend the theory and functions of knowledge management that should not be introduced without experienced hand and expert intervention as a whole.. The concept is discussed from different angles by different experts as per their experience, knowledge and practice in real life situation. Although, we have to understand how it works in the organization.
As per view of Frappaolo, 1998, :Knowledge management consists of four basic functions:
1) externalization, 2) internalization, 3) intermediation and 4) cognition
His discussion on functions: he described these as under:
Externalization is capturing knowledge in an external repository and organizing it by some framework in an effort to discover similar knowledge. Technologies that support externalization are imaging systems, databases, workflow technologies, document management systems using clustering techniques, etc.
Internalization is the process of identifying knowledge, usually explicit, relevant to a particular user’s needs. It involves mapping a particular problem, situation, or a point of interest against the body of knowledge already captured through externalization.
Intermediation is similar to the brokering process for matching a knowledge seeker with the best source of knowledge (usually tacit) by tracking the experience and interest of individuals and groups of individuals. Some technologies that facilitate these processes are groupware, intranets, workflow and document management systems.
Cognition applies the knowledge exchanged preceding three processes. This is probably the knowledge management component that is most difficult to automate because it relies on human cognition to recognize where and how knowledge can be used.
Effective knowledge management is neither panacea for all issues but it is one of many components of good management. Sound planning, savvy marketing, high-quality products and services, attention to customers, the efficient structuring of work, and the thoughtful management of an organization’s resources is not diminished in importance by the acknowledgement that knowledge is critical to success and needs to be managed for organizational growth. However, when a business organization faces rivals doing well on those other dimensions, the difference between success and failure may well turn on how effectively it manages its knowledge at all the levels in organization settings.
Knowledge management success factors is linked to economic performance or industry value; a technical and organizational infrastructure; a standard, flexible knowledge structure; a knowledge-friendly culture; a clear purpose and language; a change in motivational practices; multiple channels for knowledge transfer and higher and senior management support in different situation as per need.
To manage knowledge effectively in business, corporates and various organizations, besides other factors, special attention should be given to contextual dimensions of organization such as strategy, technology and culture, that is:
Most important is building a strong culture to adopt and support it.
Defining effective strategies for using all knowledge resources efficiently.
Using information technologies (digital documents, intranets, expert systems etc) for developing knowledge management systems.
Knowledge infrastructure can be built on these three dimensions or foundations. The first foundation, that is culture, should be considered before practicing knowledge management. Knowledge management, at its core, has a strong human component. An organization’s knowledge management strategy cannot be successful unless the organization has developed a trusting knowledge culture that emphasizes the role and value of knowledge in day-to-day business decisions. The culture must be geared towards rewarding innovation, learning, experimentation, scrutiny and reflection.
Organizations should establish and practice a culture conducive to more effective knowledge creation, transfer, and use by the employees. Today many companies are engaged in high-level and general efforts to change the organizational norms and values related to knowledge. They are making efforts to make their personnel understand the importance of this valuable asset. Effective knowledge management requires a good environment and support that fit between the organization’s culture and its knowledge management initiatives. Changes that don’t fit the culture probably won’t thrive, so management needs to align its approach with its existing culture or be prepared for a long-term culture change effort. In general, if the cultural soil isn’t fertile for knowledge management initiatives, no amount of technology, knowledge content, or good knowledge management practices will make the effort successful. Organizational culture should have several components
with regard to knowledge:
People should have a positive orientation and attitutude to knowledge, that is, employees should be bright, intellectually curious, willing and free to explore and also executives should encourage their knowledge creation and use.
People should not be inhibited in sharing knowledge, that is, they should feel that they are not alienated or resentful of the company and don’t fear that sharing knowledge will cost thGenerally implementing a knowledge management methodology follows seven steps:
1. Identifying the problem. Corporate knowledge is typically found in isolated systems or knowledge silos. The access and technological barriers protecting this knowledge lead users to perceive that there is lack of knowledge. The knowledge segments should be identified.
2. Preparing for change. This refers to change in terms of business efforts, especially in how the business is operated.
3. Creating the team. Most organizations that have successfully implemented knowledge management have created a corporate level knowledge management team charged with and responsible for implementing a pilot project. Here chief knowledge officer should be appointed to lead the effort.
4. Mapping out the knowledge. Identify what the knowledge is, where it is, who has it, and who needs it. Once the knowledge map is clear, define and prioritize the key feature and identify appropriate technologies that can be used to implement the knowledge management system.
5. Creating a feedback mechanism. A feedback system should be created to indicate management how the system is used and should report any difficulties.
6. Defining the building blocks for a knowledge management system. The base structures of a viable knowledge management system should consist of a knowledge repository, knowledge contribution and collection processes, knowledge retrieval systems, a knowledge directory and content management.
7. Integrating existing information systems to contribute and capture knowledge in an appropriate format.
Initially a prototyping process should be used, starting with a small group in a pilot program. Once it has demonstrated success, then other members of the organization should request access and this way the stem will expand.
After adopting knowledge management successfully , Huang et al. (1999) identified the following 10 strategies for successful knowledge management implementations:
1. Create a knowledge management methodology. This can be based on the intellectual capital management (ICM) methodology adopted by IBM global services. The key components of ICM are a vision that values sharing and reusing knowledge; processes for efficiently gathering, evaluating, structuring and distributing intellectual capital; a competency community of practice consisting of knowledge workers in a core competency area; technology that enable company wide knowledge sharing and incentives to encourage intellectual contribution and reuse.
2. Assigned a definite person. Appoint a chief knowledge officer to promote and manage the knowledge management activities in the company.
3. Empower knowledge workers. In reality, knowledge originates from its knowledge workers. Thus empowering and supporting knowledge workers by making them a key component of the knowledge management system is critical to the success of company’s knowledge management strategy.
4. Manage customer-centric knowledge. A firm can strengthen its position in a competitive environment not only by emphasizing customer satisfaction but also by focusing on both learning about and learning from their customers.
5. Manage core competencies. Core competencies can vary among firms based on unique benefits they intend to provide to their customers by effectively combining human capital, intellectual and intangible assets, processes and technologies in the firm. Thus the core competencies of one firm may not be easily replicated by other firms, as their capabilities may not essentially be the same.
6. Foster collaboration and innovation. A firm can nurture collaboration by accentuating the importance of teamwork, learning, sharing, trust and flexibility. Developing an appropriate reward structure for innovation also fosters high creative potential among individuals.
7. Learn from best practices. By recording and sharing best practices, firms can prevent reinvention and thus be more efficient and more effective by encouraging reuse of the best ideas and methods. In the past, firms shared and learned about best practices through symposiums, conferences and seminars. Now web-based approaches are becoming norm.
8. Extend knowledge sourcing. Successful retrieval of information and dissemination of value-added knowledge are referred as knowledge sourcing. Through different media such as internet, intranet and extranet firms can retrieve and deliver knowledge.
9. Interconnect communities of expertise. Firms create a link between internal and external communities by using formal virtual communities and teams and through electronic libraries such as white papers or knowledge banks. Internal experts aid in problem solving, while experts are generally connected with senior management to advice on specific area.
10. Report the measured value of knowledge assets. It is important that firms measure how knowledge management contributes to the business and organization. It is difficult task but important task to validate the development and use of a knowledge management system, as is true for any information system.
Organizations can gain several benefits from implementing knowledge management strategies. Tactically they can reduce loss of intellectual capital due to people leaving the company, reduce costs by decreasing and achieving economies of scale in obtaining information from external providers, reduce redundancy of knowledge based activities, increase productivity by making knowledge available more quickly and easily and increase employee satisfaction by enabling greater personal development and empowerment. Today, the best reason is a strategic need to gain a competitive advantage in the marketplace.
Mohammad Mosaddek Hussain, [email protected]
