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Corporate Structure Network and Knowledge Nanagement
Corporate Structure Network and Knowledge Nanagement
’.
STRUCTURE , NETWORK
AND KNOWLEDGE
MANAGEMENT
THE OVERALL PURPOSE OF THIS CHAPTER IS
TO EXAMINE THE AREAS OF ORGANIZATION
LEARNING , KNOWLEDGE MANAGEMENT (KM)
AND ORGANIZATIONAL KNOWLEDGE SHARING
NETWORKS AS A CRITICAL STRATEGIC
‘TRIPOD’.
*THE CHAPTER IS CONSEQUENTLY
DIVIDED INTO THREE MAJOR BUILDING
BLOCKS*
• ORGANIZATIONAL LEARNING
•KNOWLEDGE MANAGEMENT(KM)
•ORGANIZATIONAL KNOWLEDGE
SHARING
*ORGANIZATIONAL LEARNING*
LEARNING IS A CONTINUOUS PERSONAL TRANSFORMATION.IT IS THE
CYCLE AND CUMULATIVE PRODUCTS OF THE CONTINUOUS
ACTUALIZATION OF YOUR KNOWLEDGE(ADDING NEW THINGS TO
YOUR KNOWLEDGE REPERTOIRE),IN ORDER TO CHANGE YOUR
BEHAVIOR SO YOU CAN FUNCTION AND ACT BETTER. .
*KNOWLEDGE MANAGEMENT*
A FIRMS LONG- TERM SUCCESS AND SURVIVAL INCREASINGLY
DEFENDS LESS ON PARTICULAR PRODUCTS AND MORE ON AN
ORGANIZATION’S DISTINCTIVE CAPABILITIES TO DEVELOP, SHARE
AND UTILIZE SCIENTIFIC AND TECHNOLOGICAL KNOWLEDGE.
*ORGANIZATIONAL KNOWLEDGE
SHARING*
THE ENVIRONMENTAL VOLATILITY EXPERIENCED BY MANY
ORGANIZATIONS IN THE EARLY YEARS OF THE 21ST CENTURY HAS
ENCOURAGED MANY OF THEM TO ABANDON ISOLATIONISM AND
FOCUS ON LOOKING INSIDE AT THEMSELVES IN FAVOR OF
COLLABORATION , LOOKING OUTSIDE AND ESTABLISHING
INTERORGANIZATIONAL RELATIONSHIPS.
*CULTURE AND CHANGE*
• CONSIDERATION OF ORGANIZATION CULTURE CAME TO PROMINENCE IN THE
EARLY 1980’S. EARLIER WORK SUMMARIZED BY HANDY IN HIS BESTSELLER
UNDERSTANDING ORGANIZATIONS(1976)CLASSIFIED ORGANIZATION IN TERMS OF
POWER , ROLE , TASK AND PERSON . THESE CONCEPTS ARE STILL DESCRIBED IN
SOME DETAIL IN CURRENT STANDARD TEXTS (E . G.,MULLINS ,(2007).HANDY
HYPOTHESIZED THAT ORGANIZATIONS NATURALLY DEVELOP FROM A POWER-
BASED CULTURE IN ENTREPRENEURIAL(START-UP)FIRMS, DRIVEN BY GROWTH
TO DEFINE STANDARD PROCEDURES AND JOB DESCRIPTIONS WHICH INDICATIVE
OF A ROLE-BASED CULTURE , THEN CONCENTRATE ON JOBS AND PROJECTS IN A
TASK-BASED AND CULTURE AND FINALLY MOVE TO TOWARDS A PERSON-BASED
CULTURE WHERE THE ORGANIZATIONS DO NOT JETTISON EXISTING CULTURE ON
MOVING TO THE NEXT STAGE, BUT RATHER ACCUMULATE A HYBRID OF ALL
FOUR CATEGORIES.
*KNOWLEDGE AND LEARNING*
*KNOWLEDGE -IS A FUNCTION OF INFORMATION , CULTURE AND SKILLS
(RAMPERSAD 2001)
<KNOWLEDGE>=F(<INFORMATION|>,<CULTURE >,<SKILLS>)
F -SPECIFIES THE RELATIONSHIP BETWEEN KNOWLEDGE ON THE ONE SIDE AND
INFORMATION ,CULTURE AND SKILLS ON THE OTHER.
INFORMATION- COMPRISES THE MEANING GIVEN TO DATA OR INFORMATION
OBTAINED ACCORDING TO CERTAIN CONVENTIONS; THIS IS ALSO KNOWN AS
EXPLICIT KNOWLEDGE .
*CULTURE- IS THE TOTAL OF STANDARDS ,VALUES , VIEWS PRINCIPLES AND
ATTITUDES OF PEOPLE THAT UNDERSCORE THEIR BEHAVIOR AND FUNCTIONING.
* SKILLS- ARE RELATED TO THE CAPABILITY, ABILITY AND PERSONAL EXPERIENCE
OF PEOPLE; IT RELATES TO WHAT PEOPLE CAN DO , KNOW AND UNDERSTAND.
WHAT IS KNOWLEDGE?
KNOWLEDGE BELONGS TO THE FAMILY OF STEADILY INCREASING INVISIBLE
CORPORATE ASSETS
THAT INCLUDE MANAGEMENT SYSTEM, PATENTS, BRAND IDENTITY AND
CORPORATE REPUTATION.
OTHER AUTHORS COMPANY SOUGHT TO TAKE A PROCESS-
BASED RATHER THAN A PROJECT-BASED PERSPECTIVE TO THE
DEFINITION OF KM.
LIEBOWITZ(2000)PRESENTED NINE-STEP
1. APPROACH
TRANSFORM INFORMATION TO KM:
INTO KNOWLEDGE
2. IDENTITY AND VERIFY KNOWLEDGE
3. CAPTURE AND SECURE KNOWLEDGE
4. ORGANIZE KNOWLEDGE
5. RETRIEVE AND APPLY KNOWLEDGE
6. COMBINE KNOWLEDGE
7. CREATE KNOWLEDGE
8. LEARN KNOWLEDGE
9. DISTRIBUTE/SELL KNOWLEDGE
KM IS DRIVEN BY THE NEED TO ENHANCE:
• INTELLECTUAL ASSET MANAGEMENT
• OPERATIONAL EFFICIENCY
• CUSTOMER AND COMPETITOR INTELLIGENCE
• CONTINUOUS IMPROVEMENT
• ORGANIZATIONAL LEARNING
• INNOVATION IN PRODUCTS AND SERVICES
• TIME TO MARKET
* 6 TYPES OF KNOWLEDGE RELEVANT
FOR ANY COMPANY*
1. KNOWLEDGE ABOUT CUSTOMERS
2. KNOWLEDGE ABOUT BEST PRACTICES AND EFFECTIVE PROCESSES
3. KNOWLEDGE ABOUT THE COMPANY’S OWN COMPETENCIES AND
CAPABILITIES
4. KNOWLEDGE ABOUT THE COMPANY’S OWN PRODUCTS AND SERVICES
5. KNOWLEDGE ABOUT THE MARKET TRENDS
6. KNOWLEDGE ABOUT COMPETITORS
*THE SOCIALLY CONSTRUCTED MODEL OF
KNOWLEDGE MANAGEMENT*