مدیریت دانش لاتین Knowledge management 12 ص

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Knowledge management

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Knowledge Management (KM) comprises a range of practices used in an organisation to identify, create, represent, distribute and enable adoption of insights and experiences. Such insights and experiences comprise knowledge, either embodied in individuals or embedded in organisational processes or practice.

An established discipline since 1991 (see Nonaka 1991), KM includes courses taught in the fields of business administration, information systems, management, and library and information sciences (Alavi & Leidner 1999). More recently, other fields have started contributing to KM research; these include information and media, computer science, public health, and public policy.

Many large companies and non-profit organisations have resources dedicated to internal KM efforts, often as a part of their 'Business Strategy', 'Information Technology', or 'Human Resource Management' departments (Addicott, McGivern & Ferlie 2006). Several consulting companies also exist that provide strategy and advice regarding KM to these organisations.

KM efforts typically focus on organisational objectives such as improved performance, competitive advantage, innovation, the sharing of lessons learned, and continuous improvement of the organisation. KM efforts overlap with Organisational Learning, and may be distinguished from that by a greater focus on the management of knowledge as a strategic asset and a focus on encouraging the sharing of knowledge. KM efforts can help individuals and groups to share valuable organisational insights, to reduce redundant work, to avoid reinventing the wheel per se, to reduce training time for new employees, to retain intellectual capital as employees turnover in an organisation, and to adapt to changing environments and markets (McAdam & McCreedy 2000)(Thompson & Walsham 2004).

Contents

[hide]

1 History

2 Research

2.1 Dimensions

2.2 Strategies

2.3 Motivations

2.4 Technologies

3 See also

4 References

5 External links

[edit] History

KM efforts have a long history, to include on-the-job discussions, formal apprenticeship, discussion forums, corporate libraries, professional training and mentoring programs. More recently, with increased use of computers in the second half of the 20th century, specific adaptations of technologies such as knowledge bases, expert systems, knowledge repositories, group decision support systems, intranets and computer supported cooperative work have been introduced to further enhance such efforts[1].

In 1999, the term personal knowledge management was introduced which refers to the management of knowledge at the individual level (Wright 2005).

More recently with the advent of the Web 2.0, the concept of knowledge management has evolved towards a vision more based on people participation and emergence. This line of evolution is termed Enterprise 2.0 (McAfee 2006). However, there is still a debate (and discussions even in Wikipedia (Lakhani & McAfee 2007)) whether Enterprise 2.0 is just a fad, or if it brings something new, is the future of knowledge management (Davenport 2008) and is here to stay.

[edit] Research

A broad range of thoughts on the KM discipline exists with no unanimous agreement; approaches vary by author and school. As the discipline matures, academic debates have increased regarding both the theory and practice of KM, to include the following perspectives:

Techno-centric with a focus on technology, ideally those that enhance knowledge sharing and creation

Organisational with a focus on how an organisation can be designed to facilitate knowledge processes best

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In other views, organizational knowledge is not merely consider as individual one. Some of knowledge exist in group for [10]. Then the knowledge which is measured or measure something should cover 2 classification of knowledge i,e implicit and explicit and group, individual and organizational one.

The second dimension of this tetragonal basis of figure 1 is types of knowledge in an organization, individual and group from implicitly and explicitly.

Figure 2: equipoised cube for measurement method the necessities for

The cubical volume of figure 2 indicates integration of tetragonal base in measurement method with types of knowledge in organization

So we have a cube of 6 types of knowledge (from the intersection of implicit and explicit knowledge with indivisual, group, organizational knowledge) that each of then must be compared in the Tetragonal of "knowledge volume" , "knowledge volue" , "knowledge interest and expenses" and "Transformation speed of knowledge".

Now we should find a knowledge management model which is capable of integrating with this cognitive tetragonal model –Nonaka-

Jakichi Model is a suitable one to reconcile with this cognitive tetragonal model and can be considered as a basis for measurement model –Nonaka- Takochi Model as a cognitive model is based on types of knowledge. Hidden and obvious information have been discussed exactly in this model. In this model indivisual, group, organizational knowledge are converted to each other in a loop form too. [11] Then ,Nonaka. Takochi Model can be delineated as measurement Model base. But it should be mentioned here that this model has a dynamic nature.[12] in dynamic Models There are several main and important indexes that separate them from static ones.[13]

dependence to time; Dynamic models depend on time and in dingle of time they show different behavior from themselves which caused by main variable of time in them.

Cause and effect relationships: Dynamic Models are composed of varied cause and effect relationships. One cause itself can the effect of other cause. So in dynamic models the beginning strip of cause and effect relation ships is not clear but the cause and effect impacts of all indexes on each other is measurable and visible.

Feedback circles: in dynamic models feedback plays the main role. Any effect can effect on its cause. The increase of effect can boots or decrease cause directly or indirection.

دانلود مقاله مدیریت دانش لاتین Knowledge management 12 ص (علوم انسانی-مدیریت)

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Knowledge management

From Wikipedia, the free encyclopedia

  (Redirected from Knowledge Management)

Jump to: navigation, search

Knowledge Management (KM) comprises a range of practices used in an organisation to identify, create, represent, distribute and enable adoption of insights and experiences. Such insights and experiences comprise knowledge, either embodied in individuals or embedded in organisational processes or practice.

An established discipline since 1991 (see Nonaka 1991), KM includes courses taught in the fields of business administration, information systems, management, and library and information sciences (Alavi & Leidner 1999). More recently, other fields have started contributing to KM research; these include information and media, computer science, public health, and public policy.

Many large companies and non-profit organisations have resources dedicated to internal KM efforts, often as a part of their 'Business Strategy', 'Information Technology', or 'Human Resource Management' departments (Addicott, McGivern & Ferlie 2006). Several consulting companies also exist that provide strategy and advice regarding KM to these organisations.

KM efforts typically focus on organisational objectives such as improved performance, competitive advantage, innovation, the sharing of lessons learned, and continuous improvement of the organisation. KM efforts overlap with Organisational Learning, and may be distinguished from that by a greater focus on the management of knowledge as a strategic asset and a focus on encouraging the sharing of knowledge. KM efforts can help individuals and groups to share valuable organisational insights, to reduce redundant work, to avoid reinventing the wheel per se, to reduce training time for new employees, to retain intellectual capital as employees turnover in an organisation, and to adapt to changing environments and markets (McAdam & McCreedy 2000)(Thompson & Walsham 2004).

Contents

[hide]

1 History

2 Research

2.1 Dimensions

2.2 Strategies

2.3 Motivations

2.4 Technologies

3 See also

4 References

5 External links

[edit] History

KM efforts have a long history, to include on-the-job discussions, formal apprenticeship, discussion forums, corporate libraries, professional training and mentoring programs. More recently, with increased use of computers in the second half of the 20th century, specific adaptations of technologies such as knowledge bases, expert systems, knowledge repositories, group decision support systems, intranets and computer supported cooperative work have been introduced to further enhance such efforts[1].

In 1999, the term personal knowledge management was introduced which refers to the management of knowledge at the individual level (Wright 2005).

More recently with the advent of the Web 2.0, the concept of knowledge management has evolved towards a vision more based on people participation and emergence. This line of evolution is termed Enterprise 2.0 (McAfee 2006). However, there is still a debate (and discussions even in Wikipedia (Lakhani & McAfee 2007)) whether Enterprise 2.0 is just a fad, or if it brings something new, is the future of knowledge management (Davenport 2008) and is here to stay.

[edit] Research

A broad range of thoughts on the KM discipline exists with no unanimous agreement; approaches vary by author and school. As the discipline matures, academic debates have increased regarding both the theory and practice of KM, to include the following perspectives:

Techno-centric with a focus on technology, ideally those that enhance knowledge sharing and creation

Organisational with a focus on how an organisation can be designed to facilitate knowledge processes best