Chapter 2 An Introduction to Strategic Knowledge Management

Chapter 2 An Introduction to Strategic Knowledge Management 1

Introduction • Organizations need to understand how knowledge operates, and who possesses strategic knowledge • Organizational knowledge needs to be identified and carefully managed to ensure its contribution is maximized • Knowledge work is an increasing component of workplaces 2

Knowledge Workers • Apply their personal knowledge to work problems or situations • Regularly build on existing knowledge • Use their heads, more than their hands • Valued for their intellectual contributions 3

Organizational Knowledge • • • Know what – what is useful Know who – who has the knowledge Know how – how to use the knowledge Know why – why is this knowledge chosen Know where – where can this knowledge be found Know when – when is the best time to use this knowledge • Know if – in what occasion can this knowledge be used 4

Phases of Knowledge Development (1/2) • Knowledge evolves and grows with use and re-use — it is dynamic in nature • Organizational knowledge draws on collective and individual contributions of those within the workplace • Five phases of organizational knowledge creation can be identified 5

Phases of Knowledge Development (2/2) 6

Knowledge Management Infrastructure – Managerial – Technical – Social 7

Managerial Infrastructure (1/2) • Managerial support for knowledge workers • Formal management processes which are applied • Impact strongly on the resourcing, decisionmaking and innovative practices which are allocated to knowledge management • Management can facilitate or hinder knowledge management 8

Managerial Infrastructure (2/2) Human resource management (HRM) • The processes which facilitate effective recruitment, retention, development and nurturing of staff • Align individual staff member’s efforts with the organizational priorities through appropriate practices and strategies • HRM operates at all levels within organizations 9

Technological Infrastructure • Technical and information management systems • Help the recording, transmitting and sharing of information and knowledge • Includes library and information services and records management strategies 10

Social Infrastructure • Enabling social and professional interchange between organizational members and other stakeholders • Strongly influenced by the values which are emphasized within the organization • Knowledge management can help to develop social capital across the organization 11

Harnessing Organizational Knowledge (1/3) • The knowledge core is the accumulated mass of knowledge which is identified, publicly valued, captured and disseminated by the organization • Ensures staff members focus on the generation and preservation of critical knowledge 12

Harnessing Organizational Knowledge (2/3) Enabling knowledge transfer • Critical knowledge needs to be regularly and effectively disseminated to all who require it • Increasing value of knowledge has changed the way in which communication and strategic interactions occur in organizations • Three knowledge transfer models demonstrate the evolving nature of organizational communication: 13

Harnessing Organizational Knowledge (3/3) Knowledge objects • Intellectual property • Standardization • Customization 14

Communities of Practice (Co. P) • Groups of people with common interests who share their insights and knowledge • Collectivist mentality • Self-managed groups who continue through the personal commitment of members 15

The Five Ps of Strategic Knowledge Management 16

Building Knowledge Management into the Strategic Framework • Organizations need to emphasize capacity building to anticipate future needs • Knowledge sharing is an important core competency • The development of a strategic knowledge community requires active support • Knowledge management should add value 17

Concluding Points • Knowledge management is a complex systemic process • Organizational knowledge needs to be identified, developed and shared to ensure it is optimally used • Organizational infrastructure plays a major part in encouraging effective knowledge management 18

Today’s focus questions: • What types of work do knowledge workers undertake? • How does knowledge develop? • How can knowledge be optimized in organizations? – Lecture Reference: Debowski, Chapter 2 19