MLS 761: SEMINAR IN KNOWLEDGE MANAGEMENT

PREPARED FOR:
DR. DANGMERDUWATI BINTI HASHIM


PREPARED BY :
AMIRA IDAYU BINTI MOHD SHUKRY
FADDLIZA BINTI MOHD ZAKI
SITI BASRIYAH BINTI SHAIK BAHARUDIN
ZALINA BINTI ABDUL RAHIM

History, definition of concepts, and the antecedents of
KM
The legacy and current state of the art of KM: an
overview
The elements of a KM Initiative
The importance of KM for competitive edge in the K-
economy
The evolution of KM
Information management and KM
Explicit Knowledge, tacit knowledge and the
knowledge infrastructure
KM and ethics
History, definition of concepts, and the
antecedents of KM

The legacy and current state of the art of KM:
an overview
Presented by:
MS. ZALINA BINTI ABDUL RAHIM


An Introduction to KM

Knowledge, knowledge workers and KM are topics
receiving increasing attention from a variety
disciplines.
KM is one of the hottest topics today in both
the industry world and information research
world.

Many have said we are moving from a post
industrial to a knowledge-based economy.
(Drucker, 1993)
Effective KM is now recognized to be the
key driver of new knowledge and new
ideas to the innovation process to new
innovative products, services and solutions.



Knowledge Age is the third wave of human socio-
economic development.
1
st
wave was Agricultural Age
Wealth was defined as ownership of land
2
nd
wave was Industrial Age
Wealth was defined on ownership of capital
(i.e. factories)
3
rd
wave was Knowledge Age
Wealth was based upon the ownership of
knowledge and the ability to use that
knowledge to create or improve goods and
services.

(Charles Savage in Fifth Generation Management, 2008)

Cont.


Knowledge is intangible dynamic, and difficult to
measure, but without it no organization can survive.
Explicit : knowledge which has been
encoded into some media external to a
person. (Walczak, 2005)
Tacit : knowledge that is stored within an
individual and as such is personal and
context specific. (Lin and Tseng, 2005 ; Srdoc
et. al., 2005)







Knowledge management (KM) is an effort to
increase useful knowledge within the organization.
Ways to do this include encouraging
communication, offering opportunities to learn, and
promoting the sharing of appropriate knowledge
artifacts.
McInerney, C. (2002). Knowledge management and the
dynamic nature of knowledge. JASIST, 53 (2).
(Kimiz Dalkir, 2005)

"The capabilities by which communities within an
organization capture the knowledge that is critical
to them, constantly improve it and make it
available in the most effective manner to those
who need it, so that they can exploit it creatively to
add value as a normal part of their work
(GlaxoSmithKline)

The creation and subsequent management of an
environment which encourages knowledge to be
created, shared, learnt, enhanced, and organized
for the benefit of the organization and its
customers.
(Maryam Sarrafzadeh, Bill Martin, Afsaneh Hazeri, 2006)





Designing and installing techniques and processes
to create, protect, and use known knowledge.
Designing and creating environments and activities
to discover and release knowledge that is not
known, or tacit knowledge.
Articulating the purpose and nature of managing
knowledge as a resource and embodying it in
other initiatives and programs.

The history of managing knowledge goes back to the
earliest civilizations (Wiig, 1997).



(Kimiz Dalkir, 2005)




(Kimiz Dalkir, 2005)


KM is in a state of high growth, especially
among the business and legal services
industries .
Currently, communities of practice such as
the KM Network and the development of
standards and best practices are in a
mature stage of development.



http://www.unc.edu/~sunnyliu/inls258/IntroductiontoKnowledge_Management.html
The elements of a KM Initiative

The importance of KM for competitive edge in
the K-economy
Presented by:
MS. AMIRA IDAYU BINTI MOHD SHUKRY
ELEMENTS OF A KM INITIATIVE
ppi.fsksm.utm.my/staf/shahizan/personal/data/ICKM05.pdf
Model by Nonaka and Takeuchi, 1995
Cont.
I. PEOPLE

Refers to cultural and behavioral approach

Knowledge is created by individuals

In Japanese Firms, the creation and sharing of knowledge
can only happen when individuals cooperate willingly.
II. PROCESSES
Processes in contributing the knowledge management
4 processes of interactions is a spiral process that takes place
repeatedly

a) Socialization

Sharing tacit
knowledge through
face-to-face
communication or
shared experience.
eg: meeting
b) Externalization

Developing
concepts and
models to convert
tacit knowledge to
explicit knowledge

Enable it to be
communicated to
others
c) Combination

Combination of
various elements of
explicit knowledge
to form more
complex and
systematic explicit
knowledge
d) Internalization

Understand explicit
knowledge

Closely linked to
learning by doing
http://knowledgeandmanagement.wordpress.com/seci-model-nonaka-takeuchi/
Cont.
III. TECHNOLOGY

Refers to the network system

Facilitate connections:
a. Among knowledgeable people (by helping them find &
interact with one another)
b. Between people and sources of information

Through ICT, explicit knowledge can be captured and
disseminated
Cont.
ICT
INNOVATION
KNOWLEDGE
ECONOMY
EDUCATION
INFORMATIC
KNOWLEDGE
MANAGEMENT
INFORMATION
SOCIETY
KNOWLEDGE
SOCIETY
http://www.esastap.org.za/esastap/pdfs/presents_kad_mba_2006.pdf
IMPORTANCE OF KM FOR COMPETITIVE
EDGE IN THE K-ECONOMY
K-economy is about knowledge and the ability to create new
value and wealth

In the K-economy, wealth derived from the exploitation of
intangible assets like experience, know-how and knowledge

To be success in K-economy, we need to accept and adapt
to an environment where intangible assets are the key driver

K-economy is more than a commitment to manage and tap
into the accumulated knowledge within the business

Knowledge Management leads to greater productivity
The evolution of KM

Information management and KM
Presented by:
MDM. SITI BASRIYAH BINTI SHAIK BAHARUDIN
The use of information technology in KM
KM has undergone a paradigm shift from a static, knowledge-
warehouse approach towards a dynamic communication-
based or network approach focusing more on tacit
knowledge. KM is a dynamic people-centric approach
especiqlly on cultural problems and motivational issues in
knowledge sharing.
Business process reengineering

Communities & colaboration

Tacit knowledge

Incentives and reward
KM has evolve from the combination of 2 factors :
1. The business worlds enthusiasm for intelectual capital
2. The appearance of corporate intranet (ideal tool to link
and organisation together to share and disseminate
knowledge throughout scattered offices and units


INFORMATION MANAGEMENT
Focuses on information as a resource or collection.
Practitioners select, describe, classify, index, and abstract this
information to make it more accessible within and outside the
organization.
IM is concerned to provide transparent and standardized access
using technology by storing and organize information.
KNOWLEDGE MANAGEMENT
Focuses on its users.
Practioners summarize, contextualize, value-judge, rank, synthesize,
edit and facilitate to make information and knowledge accessible
between people within or outside their organization. It concerns with
the social interactions with sharing and use of knowledge.
KM is largely based on tacit interpretation that relate to human
behavior and interchange.
FROM INFORMATION MANAGEMENT TO
KNOWLEDGE MANAGEMENT
Knowledge Management : The Information Processing Paradigm

1. The process of collecting, organising, classifying and
dissemination of information to make it purposeful to those who
need it
2. Capture knowledge in the mind of in a central repository.
3. Organising and analyzing information in a companies computer
database.
4. Identification of categories of knowledge needed to support
overall business strategy
5. Combining, indexing, searching and push technology to help
companies organize data stored and deliver only relevant
information using Intranet, groupware, data warehouse, networks,
and video conferencing.
6. Mapping knowledge and information resources both online and
offline
7. Knowledge assets are created through computerized collection,
storage and sharing of knowledge


1. Interplay Between Information and Knowledge
Information can easily, organized and distributed whereas
knowledge resides in ones mind (human centric)
2. IM and KM Projects: different scopes, approaches and
measurement systems
KM rely on the willingness of individuals whereas IM rely on
technical achievement to enable knowledge sharing
3. Organizational Learning and KM
Organization can learn through self-knowledge, dialogue
and reuse the existing knowledge into new information
4. Broad Concepts of KM
- Time, Context, transformations and dynamics, social space
and knowledge culture
5. Protecting Intellectual Capital: IM and KM Perspectives
IM used firewall, permission and access level whereas KM used
retention policies and circulation of knowledge (senior to junior)
KEY DIFFERENCES BETWEEN INFORMATION
MANAGEMENT AND KNOWLEDGE MANAGEMENT
Explicit Knowledge, tacit knowledge and the
knowledge infrastructure

KM and ethics
Presented by:
MS. FADDLIZA BINTI MOHD ZAKI
Tacit knowledge Explicit knowledge
Ability to adapt, to deal with
new an exceptional situations

Ability to disseminate, to
reproduce, to access and to
reapply throughout the
organization
Expertise, know-how, know-why
and care-why
Ability to teach, to train
Ability to collaborate, to share a
vision, to transmit a culture
Ability to organize, to
systematize, to translate a vision
into a mission statement, into
operational guidelines

Coaching and mentoring to
transfer experiential knowledge
on one-to-one, face-to-face
basis
Transfer of knowledge via
products, services and
documented processes
KNOWLEDGE
INFRASTRUCTURE
Top
Management
Support
Customer
Knowledge
IT
Social
Capital
KM involves the ethical management of people, not just the
efficient distribution of documents.


Much of ethics can be distilled down to boundaries
boundaries that can help employees of an organization stay
on the correct side of organizational policy and help clarify
ethical issues (Groff and Jones, 2003)



Landmarks Fences DMZs
(demilitarized
zones)
High-level
ethical guideline
often built upon
the companys
culture
Explicit boundaries
that show exactly
where an
important ethical
lines lies
Concerned with
active
compliance
monitoring
Knowledge as an asset or resource unlike
information or data, is not easily understood,
classified, shared and measured. It is invisible,
intangible and difficult to imitate. Expanding
the knowledge base within an organization is
not the same as expanding its information
base.
Dalkir, Kimiz (2005). Knowledge management in theory and practice.
Amsterdam ; Boston : Elsevier/Butterworth Heinemann

Groff, Todd R. & Jones, Thomas P. (2003). Introduction to knowledge
management: KM in business. Amsterdam: Butterworth Heinemann.

Juhana Salim, Mohd. Shahizan Othman & Sharhida Zawani. (2005). Integrated
approach to knowledge management initiatives programme: towards
designing an effective knowledge management system. International
Conference on Knowledge Management,1-23. Retrieved July 10, 2011, from
http://www.eg2km.org/articles/Enriching%20KM%20in%20R&%20D%20Organis
ation%20-%20A%20Malaysian%20Perspective.pdf

Mbanananga, N., Dr. (2006). Knowledge management & knowledge economy.
Medical research council. Retrieved January 10, 2011, from
http://www.esastap.org.za/esastap/pdfs/presents_kad_mba_2006.pdf

Milovanovi, S. (2006). Knowledge sharing between users and information
specialists: Role of trust. Retrieved January 5, 2011, from
http://www.12manage.com/methods_nonaka_seci.html
Nancy Dubois, Tricia Wilkerson (2008). Knowledge Management: Background
Paper for the Development of a Knowledge Management Strategy for
Public Health in Canad. . Retrieved January 10, 2011, from
http://www.nccmt.ca/pubs/KMpaper_EN.pdf

Sarrafzadeh, Maryam, Martin Bill, Hazeri, Afsaneh (2006). LIS professionals and
knowledge management: some recent perspectives, Library management,
Vol. 27 No.9, pp. 621-635.

Srikantaiah, T.K. (2001). Knowledge management: A faceted overview.
In Srikantaiah, T.K. , & Koenig, M. (Ed.), Knowledge
management (pp. 7-17). New Jersey: Information Today Inc.

Waddell, Dianne, Stewart, Deb (2008). Knowledge management as perceived
by quality practitioners, The TQM Journal, Vol.20 No. 1, pp. 31-44

William Ives, Ben Torrey, Cindy Gordon, (1997). "Knowledge Management: An
Emerging Discipline with a Long History", Journal of Knowledge
Management, Vol. 1 Iss: 4, pp.269 274.