Defining Knowledge Management

Figure 1: Conceptual Progression of Data to Knowledge

 If information is processed, it has the potential for becoming knowledge.

 Information is further processed when one finds a pattern relation existing among data
and information.
 When one is able to realize and understand the patterns and their implications, then this
collection of data and information becomes knowledge.
 Information is context dependent while knowledge has the tendency to create its own
context.
 In general, the patterns representing knowledge have a tendency to be self-
contextualizing ; patterns which represent knowledge have a characteristic of being
complete – a feature that mere information does not contain.
 Patterns are dynamic & they are constantly changing. But when these patterns are fully
understood, there is a high level of predictability and reliability as to how the patterns will
change or evolve over time.

References:
 Uriarte, F., Introduction to Knowledge Management (ASEAN Foundation) (2008)
 Debowski, S., Knowledge Management, John Wiley and Sons Australia, Ltd. (2006)
Types of Knowledge

1. Tacit knowledge
 knowledge stored in the brain of a person (personal)
 can be accumulated through studies and experiences
 can be developed through human interactions
 grows through the practice of trial and error and the experience of success and
failure
Characteristics of Tacit Knowledge
a. context specific
b. subjective
c. difficult to formalize, record or articulate

2. Explicit knowledge
 contained in documents or other forms of storage other than the human brain
(codified)
 can be stored or imbedded in facilities, products, processes, services, e-mail,
systems, websites and the like
 include knowledge assets such as reports, memos, business plans, drawings,
patents, trademarks, customer lists, methodologies, and the like
 knowledge assets are stored with the help of computers and information
technology

Interaction between Types of Knowledge

“Personal knowledge can become organizational knowledge through the dynamic

interaction between tacit knowledge and explicit knowledge. This dynamic process is the
essence of knowledge creation in an organization. This interaction between the two types
of knowledge brings about what is called the four modes of knowledge conversion
(Nonaka 1996).”

Spiral of Organizational Knowledge Creation

To tacit knowledge To explicit knowledge

From tacit knowledge Socialization Externalization

References:
 Uriarte, F., Introduction to Knowledge Management (ASEAN Foundation) (2008)
 Debowski, S., Knowledge Management, John Wiley and Sons Australia, Ltd. (2006)
 From explicit knowledge Internalization Combination

 Socialization is a process of creating common tacit knowledge through shared

experiences.
 Externalization is a process of articulating tacit knowledge into such explicit knowledge
as concepts and/or diagrams.
 Combination is a process of assembling new and existing explicit knowledge into a
systemic knowledge.
 Internalization is a process of embodying explicit knowledge into tacit knowledge or an
individual’s know-how or operational knowledge.

What is Knowledge Management?

 KM is the process through which organizations generate value from their intellectual and
knowledge - based assets
 KM is concerned with the process of identifying, acquiring, distributing and maintaining
knowledge that is essential to the organization

Results-oriented definition “To have the right knowledge at the right place, at the right
time in the right format.”
Process-oriented definition “The systematic management of process by which
knowledge is identified, created, gathered, shared and
applied.”
Technology oriented “Business intelligence + collaboration + search engines +
intelligent agents.”

Aspects of Knowledge Management

A. Information Management (IM)

 this term is associated with the management of knowledge related to objects that are
identified and handled by information systems
 practice of IM developed and became widely accepted when executives realized that
information was an important corporate resource that could and should be managed
to improve the company’s competitiveness

References:
 Uriarte, F., Introduction to Knowledge Management (ASEAN Foundation) (2008)
 Debowski, S., Knowledge Management, John Wiley and Sons Australia, Ltd. (2006)
  Consequences of the growth in the practice of IM : information analysis and
information planning

B. People Information Management (PM)

 this involves the management of tacit knowledge that resides inside the heads of
people
 it entails managing the knowledge that exists alongside organizational processes
involving a complex set of dynamic skills, know-how and other knowledge-related
capabilities
 To effectively manage people following essentials should be considered:
cultural & social values, attitudes & aspirations, and likes & dislikes.
Side Notes:
Both aspects of knowledge management embody two immediate concerns:
a. to make organizational knowledge more productive; and
b. to produce benefits that are significantly greater than those envisioned

Pillars of Knowledge Management

A. Management and Organization

 Commitment is absolutely essential to the success of any KM initiative. Without
commitment, KM initiatives are bound to fail.
 Sustained efforts to manage knowledge must permeate the entire organization,
from the head of the organization down to the rank and file.
 It is also essential that managers promote appropriate behaviors among
employees by setting the example.
B. Infrastructure
 An adequate ICT infrastructure is needed in order to better create, organize, share
and apply knowledge.
 Basic infrastructure may include; a portal, a virtual workplace or an e-mail
environment
 Three principal technology infrastructures:
needed to organize content
technology infrastructure needed to search information
needed to locate appropriate expertise

References:
 Uriarte, F., Introduction to Knowledge Management (ASEAN Foundation) (2008)
 Debowski, S., Knowledge Management, John Wiley and Sons Australia, Ltd. (2006)
 C. People and Culture
 Success of a knowledge management system depends on many factors, and
among the most important is the efficient management of people and culture within
the organization.
 “The knowledge management process within an organization must take into
account not only the processes and material resources but, more importantly, the
people by whom knowledge is generated. This is what is known as the “people
and culture” enabler in knowledge management.”

People and culture as an enabler of KM requires 3 Important Elements

a. the redefinition of This determines the manner by which decision is made

organizational structure as well as the accountability for material and human
processes and resources.
b. the corresponding human Includes acquiring (recruitment), enabling (training),
resource practices evaluating (performance measurement), developing
(career management) and rewarding (compensation)
the knowledge workers.

References:
 Uriarte, F., Introduction to Knowledge Management (ASEAN Foundation) (2008)
 Debowski, S., Knowledge Management, John Wiley and Sons Australia, Ltd. (2006)
 c. a consistent For this 3rd element to flourish it is important to create
organizational culture a climate of trust and an environment of openness
where continuing learning and experimentation are
valued, appreciated and supported by everyone in the
organization

D. Content Management Systems

 Include information assets both internal and external and systems that support
the creation and administration of digital information.
 Also include some concepts of workflow for target users which define how
content is to be routed around the system
 To ensure proper KM functioning following should be considered:
 programs for managing the content of web sites should be developed and
implemented
 the roles and responsibilities for maintaining and updating content should be
clearly delineated
 there should also be a way to allow “authors” or “contributors” to provide new
content in the form of articles

Measuring Knowledge Management

 One of the most difficult challenges in measuring the results of KM is the assessment of
the real value of knowledge assets, in particular tacit knowledge - time-specific as well as
context-specific
 The challenge lies in the fact that tacit knowledge does not always lead directly to a useful
application or a marketable product. Often it has only an indirect impact on the
organization’s effectiveness through the creation of better approaches or more effective
work responses.
 Since it is difficult to trace the indirect impact of knowledge accurately, top management
preoccupied with numbers and clear facts is not always willing to allocate a budget for
investment in knowledge management
 The most successful way to measure knowledge sharing is to trace the flow of knowledge
among employees.
 Customer satisfaction levels can be measured through surveys and feedback
mechanisms. Although these measurements are simplification of what in reality is
happening, they are, nevertheless, valuable proxies that contribute to providing a better
understanding of knowledge flows, in particular, and knowledge management

References:
 Uriarte, F., Introduction to Knowledge Management (ASEAN Foundation) (2008)
 Debowski, S., Knowledge Management, John Wiley and Sons Australia, Ltd. (2006)