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Summary Knowledge Management in Theory and Practice - 2019
- Instelling
- Tilburg University (UVT)
Summary of Knowledge Management in Theory and Practice Ch: 1, 2, 3, 5, 10 articles
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Knowledge Management in Theory and PracticeInhoud
Book ......................................................................................................................................................... 3
Chapter 1: Introduction to Knowledge Management ......................................................................... 3
1.1 Introduction ............................................................................................................................... 3
1.2 What is knowledge management? ............................................................................................ 4
1.3 Concept analysis technique ....................................................................................................... 5
1.4 History of knowledge management .......................................................................................... 5
1.5 From physical assets to knowledge assets ................................................................................ 6
1.6 Organizational perspectives on knowledge management ........................................................ 6
1.7 Why is KM important today?..................................................................................................... 7
1.8 KM for individuals, groups and organizations ........................................................................... 7
Chapter 2: Knowledge management processes .................................................................................. 8
2.1 Introduction ............................................................................................................................... 8
2.2 Major approaches to the KM cycle ..................................................................................... 8
2.3 An integrated KM cycle ..................................................................................................... 13
2.4 Strategic implication of the KM cycle ................................................................................ 14
2.5 Practical considerations for managing knowledge............................................................ 14
Slides chapter 1 & 2 ........................................................................................................................... 15
Chapter 3: Knowledge Management Models ................................................................................... 18
3.1 Introduction ............................................................................................................................. 18
3.2 Major theoretical KM models.................................................................................................. 18
3.3 Strategic implications of KM models ....................................................................................... 27
3.4 practical implications of KM models ....................................................................................... 27
Slides chapter 3 ................................................................................................................................. 28
Chapter 5: Knowledge Sharing .......................................................................................................... 30
5.1 Introduction ....................................................................................................................... 30
5.2 The social nature of knowledge ........................................................................................ 31
5.3 Knowledge networks ......................................................................................................... 31
5.4 Sociograms and social network analysis ........................................................................... 32
5.5 Expertise locator systems .................................................................................................. 32
5.6 Knowledge-sharing communities ............................................................................................ 33
5.7 Knowledge sharing in the virtual workplace ........................................................................... 35
5.8 The Undernet........................................................................................................................... 37
5.9 Organizational learning and social capital............................................................................... 37
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, 5.10 Measuring the value of Social capital.................................................................................... 37
5.11 Strategic implications of knowledge sharing......................................................................... 38
5.12 Practical implications of knowledge sharing ......................................................................... 38
Slides chapter 5 ................................................................................................................................. 39
Chapter 10: Evaluating Knowledge Management ............................................................................. 41
10.1 Introduction ........................................................................................................................... 41
10.2 KM Return on Investment (ROI) and Metrics ........................................................................ 42
10.3 The results-based assessment framework ............................................................................ 45
10.4 Measuring the success of knowledge networks.................................................................... 46
Slides chapter 10 ............................................................................................................................... 47
Articles ................................................................................................................................................... 49
Article 1 – Disruptive Technologies: Catching the wave (J. L. Bower & C. M. Christensen) .............. 49
Article 2 – How can the information systems field contribute to technology and innovation
management research? (Y. Yoo) ....................................................................................................... 52
Article 3 – Innovation Forecasting (R. J. Watts & A. L. Porter) .......................................................... 54
Article 4 – The new organizing logic of digital innovation: an agenda for information systems
research (Y. Yoo, O. Hendridsson & K. Lyytinen)............................................................................... 58
Article 5 – Health information technologies: From hazardous to the dark side (C. Saunders, A.F.
Rutkowski, J. Pluyter & R. Spanjers) .................................................................................................. 62
Article 6 – No Free lunch for software after all (A.Rutkowski, M. van Genuchten & L. Hatton) ...... 64
Article 7 – Work substitution: a neo-luddite look at software growth (A. Rutkowski) ..................... 65
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,Book
Chapter 1: Introduction to Knowledge Management
Learning objectives:
• Use a framework and a clear language for knowledge management concepts.
• Define key knowledge management concepts.
• Provide an overview of the history of knowledge management and identify key milestones.
• Describe the key roles and responsibilities required for knowledge management applications.
• The key benefits to individuals, groups and organizations from the value created by KM.
1.1 Introduction
Some paradoxical characteristics of knowledge that are radically different than other valuable
commodities:
• Using knowledge does not consume it.
• Transferring knowledge does not result in losing it.
• Knowledge is abundant, but the ability to use it is scarce.
• Much of an organization’s valuable knowledge walks out the door at the end of the day.
The only sustainable advance a firm has comes from what it collectively knows, how efficiently it uses
what it knows, and how quickly it acquires and uses new knowledge. The most valuable benefits
form KM arise from sharing knowledge with current fellow employees as well as sharing with future
employees.
The former focuses on sharing knowledge and ensuring it moves around the organization so
everyone can benefit from best practices (adopt newer, better ways of doing things) and lessons
learned (avoid repeating things that did not succeed so well).
Sharing with present-day colleagues is called knowledge “use” while preserving knowledge to be
shared with future knowledge workers is called “reuse”.
There are two major goals for KM:
• Improving organizational efficiency, through knowledge use and reuse.
• Increasing the organizational capacity to innovate, through knowledge use and reuse.
In order to be successful in today’s challenging organizational environment, companies need to learn
from their past errors and not reinvent the wheel over and over again.
Knowledge management represents a deliberate and systematic approach to ensure the full
utilization of the organization’s knowledge base, coupled with the potential of individual skills,
competencies, thoughts, innovations, and ideas to create a more efficient and effective organization.
The focus of Intellectual capital management (ICM) is on those pieces of knowledge that are of
business value to the organization. Intellectual capital: organized knowledge that can be used to
produce wealth. IMC is characterized less by content, ICM content tends to be more representative
of peoples’ real thinking due to its focus on actionable knowledge and know-how, with the result
that less costly endeavours and a focus on learning results, rather than on the building of systems.
A good definition of KM incorporate both the capturing and sorting of knowledge perspective,
together with the valuing of intellectual assets.
The selective or value-based knowledge management approach should be a three-tiered one, it
should be applied to three organizational levels:
• The individual
• The group or community
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, • The organization.
The best way to retain valuable knowledge is to identify intellectual assets and then ensure legacy
materials are produced, and subsequently stored in such a way as to make their future retrieval and
reuse as easy as possible.
The basic aim of KM is to leverage knowledge to the organization’s advantage.
1.2 What is knowledge management?
KM suffers from the “Three man and an elephant” syndrome. See several descriptions of KM on the
slides! Also multiple definitions for different perspectives from p. 5 – p. 7.
Wiig (1993) the importance of knowledge in daily and commercial life, to knowledge-related aspects
are vital for viability and success at any level:
• Knowledge assets that must be applied, nurtured, preserved, and used to the largest extent
possible by both individuals and organizations.
• Knowledge-related processes to create, build, compile, organize, transform, transfer, pool,
apply, and safeguard knowledge.
KM is a highly multidisciplinary field. The multidisciplinary nature of KM represents a double-edged
sword: on the one hand, it is an advantage as almost anyone can find a familiar foundation upon
which to base their understanding and even practice of KM. However, the diversity of KM also results
in some challenges in respect to boundaries. One of the major attributes lies in the fact that KM
deals with knowledge as well as information.
• Data: content that is observable or verifiable.
• Information: content that represents analysed data.
• Knowledge: a fluid mixing of framed experiences, values, contextual information and expert
insight that provides a framework for evaluating and incorporating new experiences and
information.
In KM all forms of knowledge is addressed: tacit and explicit knowledge.
• Explicit knowledge: content that has been captured in some tangible form such as words,
audio or images.
• Tacit knowledge: tends to reside within the heads of “knowers” whereas explicit knowledge
is usually contained within tangible or concrete media. The property of “tacitness” is a
property of the knower.
The more tacit knowledge is the more valuable it tends to be.
Another perspective: explicit knowledge tends to represent the final end product, whereas tacit
knowledge is the know-how or all of the processes that were required in order to product that final
product.
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