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Knowledge Management in The Corporate Se
Knowledge Management in The Corporate Se
Riyaz Ali*
Girish Garg***
* Assistant Professor, Swami Shraddhanand College,
University of Delhi
Abstract
_______________________________________________________________
Today, World is on the threshold of a new revolution namely knowledge revolution. Society has
undergone a paradigm shift and present shift is to knowledge society. Knowledge has emerged as the
most important ingredient for success of any individual and organization and become imperative to
survive and prosper. Knowledge is an intangible assets in an organizations and they must learn to
manage their intangible assets, that is knowledge, to compete and become successful in own market and
this practice is generally known as Knowledge Management (KM) or sometimes is referred to as business
intelligence. Knowledge Management is fast gaining significance worldwide across industries of all types
and banking. Indian corporate sector is undergoing a paradigm shift and adoption of concept of KM has
become a strategic imperative rather than choice. Corporate sector is changing at high speed and high
level of uncertainty and inability to predict future compel them to adopt KM to survive and prosper. Both
public sector and private sector are endowed with adequate intellectual capital but they are not yet to
adopt KM as strategic weapon for gaining competitiveness. KM is also viewed as a strategy of putting
knowledge into action as a mean to increase organizational efficiency. This paper has a theoretical
background and will explore historical perspective and concept of KM, Technical application and tools
currently utilized within this discipline are also discussed. The topics presented includes: how can KM be
applied into cooperate sector for achieving strategic competence and what are the factors behind
adopting KM in today’s competitive market scenario.. Finally, conclusions are drawn regarding its effect
on productivity and quality in the corporate sector
Introduction
Knowledge has emerged as the most important ingredient for success of any individual
and organization and become imperative to survive and prosper. Knowledge is an intangible
assets in an organizations and they must learn to manage their intangible assets, that is
knowledge, to compete and become successful in own market and this practice is generally
known as Knowledge Management (KM) or sometimes is referred to as business intelligence.
Knowledge Management is not a new concept. For years, owners of family business have passed
on their learning and wisdom to their children and successors and master craftsmen have taught
the tricks of trade to their apprentices and so on. The phase KM entered the lexicon in earnest.
To provide a technological base for managing knowledge, a consortium of US companies started
the initiative for managing knowledge assets in 1989. KM related articles began appearing in
journals & magazines.
However, it was only in the year 1990 that organizations started talking of KM as a
science. By the mid 1990s KM initiatives were mentioning anything flourishing. The
international KM network begun in Europe in 1989 and was soon join by the US based KM
forum and other KM related groups and publications. The number of seminars and conferences is
growing in the organizations focusing on managing and leveraging explicit and tacit knowledge
resources to achieve competitive advantage.
Before about KM, the interpretation of Knowledge must be clarified because Knowledge is the
main element that inspired KM initiatives. In today‟s extremely competitive market scenario,
existence of any organization depends on how well it can manage and deploy its corporate assets.
These assets can be categorized into tangible and intangible assets.
Traditionally, tangible assets are considered the most important and fundamental
corporate assets and intangible assets are considered to play a very little role or vogue role in the
organizations. However, despite managing and giving prime focus to all tangible assets,
organizations are still finding it very hard to gain the advantage to beat their competitors.
Eventually, organizations have found out that tangible assets can only help them to certain
extent. To compete and become successful in present competitive market, organizations must
learn to manage their intangible asset that is “knowledge”.
There are researchers who define knowledge in the context of know-why, know-what,
know-how, know-who, know-where and know-when, in order to relate it with managing
knowledge concepts. For instance, Van den Bosch and Van Wijk (2001) present a conceptual
framework of managerial knowledge integration. Know-what can be defined as something
people carry around in their head and pass between each other but in contrast, know-how
embraces the ability to put know-what into practice .On the other hand, Japanese researchers like
Nonaka, Toyomo and Konno (2002) defines knowledge by emphasizing on the relative, dynamic
and humanistic dimension rather than traditional Western epistemology (the theory of
knowledge) that focus on absolute, static and non-human view of knowledge.
The term “Knowledge” is one of the more confusing aspects of KM. The terms
„Information‟ and „data‟ are often used interchangeably with the term „Knowledge‟. In fact they
have different meanings.
Data are a set of discrete facts. Data are unorganized and carry no interpretation. It is
like an event out of context, a letter out of context, a word out of context. When we
encounter a piece of data, our first action is usually to attempt to find a way to attribute
meaning it by associating it with other things.
Information is data that is organized, patterned, grouped. A collection of data for which
there is no relation between the pieces of data is not information. The piece of data may
represent information, yet whether or not it is information depends on the understanding
of the one perceiving the data. Information is quite simply an understanding of the
relationships between pieces of data, or between pieces of data and other information.
Knowledge is derived from information. When a pattern relation exists amidst the data
and information, the pattern has a potential to represent knowledge. It only becomes
knowledge, when one is able to realize and understand the patterns and their
implications.
Basically, knowledge can be differentiated into two types, which are explicit knowledge and tacit
knowledge.
Explicit knowledge is that component of knowledge that can be codified and transmitted
in a systematic and formal language e.g. documents databases, webs, e-mails, charts etc.
Tacit knowledge is personal, intuitive, contextual and difficult to formalize record or
articulate. It is built out of experience and stored in heads of people.
International Research Journal of Management Sociology & Humanity Page 336
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IRJMSH Vol 5 Issue 4 [Year 2014] ISSN 2277 – 9809 (0nline) 2348–9359 (Print)
It is estimated that tacit knowledge constitutes about 70 % of all organization knowledge and is
difficult to identify and convert into real value unless a structured approach is adopted to manage
knowledge through KM techniques involving intensive dialogues, discussions and sharing in
teams.
People create, share and use knowledge and hence this is an important component of
KM.
Processes acquire, create and organize, share and transfer knowledge.
Technology is the enabler and facilitator to store and provide access to KM.
People
KM
Process Technology
KM can be visualized as a 3 – legged stool, where the stool would cease to be functional
even if one or more legs are not developed properly. While technology and processes are the
important to KM but most important is, undoubtly is people because creating, sharing and
using knowledge are done by people. Process and Technology can help to enable and
facilitate KM, but at the end, it is people who either do it or don‟t do it. A number of
organizations have learned this through bitter experience. Of those companies that led the
way in the early days of Km, many focused primarily on process and technology to their cost.
Having made significant investment in the latest systems, they, then, found that people
simply did not use them .Since then, organizations have learned that it is people who „make
or break‟ KM initiatives.
A true KM tools supports the user in managing knowledge i.e. expressing, storing,
sharing, refining and retaining knowledge within an organizations. Some of the commonly used
tools and technologies are as under –
In today‟s fast changing economy, the key to faster and better growth is to bring the full
force of a company‟s knowledge. Knowledge is now life blood of a corporation. In today‟s
carpet world, KM has found a place in organizational thinking because knowledge is
increasingly becoming a source of competitive advantage in a globlised economy. The
revolution in information and communication technologies has made knowledge the new
competitive weapon. The 21st century has ushered in the knowledge revolution. In the knowledge
based economy, every organisation is trying to focus on knowledge as a source of competitive
advantage.
KM as a discipline has struck roots throughout corporate sector in India to optimize their
resources in the best possible manner. In the recent past, KM has been accepted by the consulting
firms and others with their intangible assets which show that level of awareness has gone up
significantly. Corporate sector has shown a remarkable level of adoption of KM into its
mainstream operations to face challenges of globalization and economic liberalization. Many of
the world renowned companies have realized that knowledge is their life blood and have
organized to manage it in innovative way. The main reason behind it that knowledge is one of
the few resources that demonstrates increasing returns to scale. The more you share it, the more
it grows.
In a company, it is a physical and intellectual capital that creates all economic wealth and
value. Intellectual capital is made up of human and knowledge capital. Human capital comprises
of individual talents and knowledge that is acquired through education, training, experience and
cognition whereas knowledge capital is available in a variety of forms such as a research reports,
books, articles, manuscripts, journals, seminars and conferences, workshops and software etc.
The knowledge capital is assimilated with the human capital to generate the intellectual capital
through the process and structures of learning organizations.
Managing knowledge is becoming a business imperative for those corporations who want
to protect their present market share and stay ahead of competition. In order to survive in today‟s
knowledge based economy, enterprises need to manage knowledge efficiently and effectively.
KM is not a business problem for big, successful, performing companies alone, small
companies too need formal approaches to KM because they do not possesses resources and
market leverage comparatively big companies. According to Vishwesh Padmanabham, country
manager of IBM India Ltd. “Future of business success increasingly depends on the retention
and creative use of knowledge, ideas and experiences of an organization and its employees”
In the present extremely competitive market, enterprises can achieve strategic competence
through the application of knowledge and practice of Knowledge management. Km may be more
relevant in corporate sector because of the competitive pressures and advancements in
information and communication technology. How KM can be used as a strategic weapon for
gaining competitive advantage has been discussed in the following paragraphs.
force towards intellectual assets. About ¾ of world‟ s corporate market value resides today in
assets such as intellectual property, customer data, financial records. These assets are all
knowledge based.
According to recent survey conducted by KPMG, large companies understand the value
of a fully implemented knowledge management programme but the complete benefits of such a
regime are being missed. The survey conducted across 423, large organizations in Europe, USA
showed that KM users tend to see immediate internal cost gains but don‟t equate them with
external, longer and more far reaching benefits such as intellectual capital growth. KPMG
concludes that companies view KM as a purely technological solution. For most companies, KM
is limited to the use of internet, data warehouse, document management systems and groupware.
A majority of companies are at the elementary stages in the KM journey.
Indian corporate sector are compelled to adopt KM concept as a strategic weapon for
gaining competitiveness in the present competitive market. KM is fast gaining significance in
world wide and considered as a key part of the corporate strategy. This is evident from the fact
that a few years back, survey showed that 50 percent of managers worldwide treated KM as a fad
but an annual survey on KM conducted by KPMG revealed that the above percent has now
declined to 5 percent. A well known survey agency Gartner group consultants predict that by the
end of 2003, half of the fortune 1000 companies will implement KM system. American
companies will spend $73 billion on knowledge management software this year and spending on
content, search, portal, and collaboration technologies is expected to increase 16% in 2008
According to an International Data Corporation‟s (IDC) survey conducted across more than 600
banks in Western Europe, only 20% of banks are currently apply a knowledge management
principles. With greater awareness of the importance of knowledge management, IDC expects
this situation to change in the near future, and knowledge management will become a priority for
the corporate sector.
Suggestions
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