Managing Knowledge and Collaboration

Managing
Knowledge and
Collaboration
11.1
2010 by Prentice Hall
Important Dimensions of Knowledge

Data: Flow of captured events or transactions useful for
transacting but little else.
Information: Data organized into categories of
understanding
Knowledge: Concepts, experience, and insight that
provide a framework for creating, evaluating, and using
information. Can be tacit (undocumented) or explicit
(documented)
11.2
Important Dimensions of Knowledge (Continued)
Wisdom: The collective and individual experience of

applying knowledge to the solution of problem;
knowing when, where, and how to apply knowledge
11.3
Management Information Systems

Chapter 5 Managing Knowledge
The Knowledge Management Landscape
Important dimensions of knowledge

Knowledge is a firm asset
Intangible
Creation of knowledge from data, information, requires
organizational resources
As it is shared, experiences network effects
Knowledge has different forms

May be explicit (documented) or tacit (residing in minds)
Know-how, craft, skill
How to follow procedure
Knowing why things happen (causality)
11.4

Important dimensions of knowledge (cont.)

Knowledge has a location
in the minds of humans or in specific business processes.
Knowledge is sticky and not universally applicable or easily
moved.
Knowledge is situational and contextual you must know
when to perform a procedure as well as how to perform it.
Sticky (hard to move), situated (enmeshed in firms culture),

contextual (works only in certain situations)
11.5

Organizational learning
Process in which organizations learn
Gain experience through collection of data,
measurement, trial and error, and feedback
Adjust behavior to reflect experience
Create new business processes
Change patterns of management decision making
11.6

Knowledge management: Set of business processes

developed in an organization to create, store, transfer, and
apply knowledge. KM increases the ability of the
organization to learn from its environment and to incorporate
knowledge into its business processes.
Knowledge management value chain:
Each stage adds value to raw data and information as
they are transformed into usable knowledge
Knowledge acquisition
Knowledge storage
Knowledge dissemination
11.7
Knowledge application

Knowledge management value chain

Knowledge acquisition
organizations acquire knowledge in different ways;
building repositories for documents, reports,
presentations, best practices, e-mail, developing
online expert networks, discovering patterns in the
data, data from internal TPS, external data from news
feeds, industry reports, legal opinions, scientific
research, government statistics.
11.8


Knowledge storage
once they are discovered, documents, patterns, and expert
rules must be stored so they can be retrieved and used by
employees. Knowledge store generally involve the creation
of a database. But also involves expert systems.
Role of management:
Support development of planned knowledge storage systems
Encourage development of corporate-wide schemas for
indexing documents
Reward employees for taking time to update and store
documents properly
11.9


Knowledge dissemination
portals, emails, instant messaging, wikis, social networks,
and search engines allow for the sharing of information.
Collaboration tools
A deluge of information?
Training programs, informal networks, and shared
management experience help managers focus attention on
important information
11.10


Knowledge application
regardless of what type of knowledge management
system is involved, knowledge that is not shared and
applied to the practical problems facing firms and
managers does not add business value.
To provide return on investment, organizational knowledge must
become systematic part of management decision making and
become situated in decision-support systems
New business practices
New products and services
New markets
11.11

The Knowledge Management Value Chain
Figure 11-2
Knowledge management
today involves both
information systems
activities and a host of
enabling management and
organizational activities.
11.12

New organizational roles and responsibilities

Chief knowledge officer executives
Dedicated staff / knowledge managers
Communities of practice (COPs)
Informal social networks of professionals and employees
within and outside firm who have similar work-related
activities and interests
Activities include education, online newsletters, sharing
experiences and techniques
Facilitate reuse of knowledge, discussion
Reduce learning curves of new employees
11.13

Three major types of knowledge management systems:

Enterprise-wide knowledge management systems
General-purpose firm-wide efforts to collect, store, distribute, and apply digital
content and knowledge. Include capabilities for searching for information,
storing structured and unstructured data, locating employee expertise.
Knowledge work systems (KWS)

Specialized systems built for engineers, scientists, other knowledge workers
charged with discovering and creating new knowledge
Intelligent techniques
Diverse group of techniques such as data mining, expert systems, neutral
networks, fuzzy logic, genetic algorithms and intelligent agents used for
various goals: discovering knowledge, distilling knowledge, discovering
optimal solutions
11.14

Enterprise-Wide Knowledge Management Systems
Three major types of knowledge in enterprise
Structured documents
Reports, presentations
Formal rules
Semistructured documents
E-mails, videos
Unstructured, tacit knowledge
80% of an organizations business content is

semistructured or unstructured
11.15

Enterprise-wide content management systems

help organization manage information
Help capture, store, retrieve, distribute, preserve knowledge
to help firms improve their business processes and
decisions.
Include corporate repositories of documents, reports,
presentations, and best practices, as well as capabilities for
collecting and organizing semistructured knowledge such as
email.
Enable users to access external sources of information:
news feeds and research, and to communicate via email,
chat, discussion groups and videoconferencing.
11.16

Enterprise-wide content management

systems
Key problem Developing taxonomy
Knowledge objects must be tagged with categories for

retrieval
Digital asset management systems
11.17
Specialized content management systems for classifying,

storing, managing unstructured digital data
Photographs, graphics, video, audio

Knowledge network systems address the problem that

arises when the appropriate knowledge is not in the form of a
digital document but instead resides in the memory of expert
individuals.
Provide online directory of corporate experts in well-defined
knowledge domains
Use communication technologies to make it easy for employees
to find appropriate expert in a company
May systematize solutions developed by experts and store them
in knowledge database as best practices or frequently asked
questions (FAQ)
11.18

An Enterprise Knowledge Network System
A knowledge network
maintains a database of
firm experts, as well as
accepted solutions to
known problems, and then
facilitates the
communication between
employees looking for
knowledge and experts
who have that knowledge.
Solutions created in this
communication are then
added to a database of
solutions in the form of
FAQs, best practices, or
other documents.
11.19

Major knowledge management system vendors

include powerful portal and collaboration technologies
Portal technologies: Access to external information
News feeds, research
Access to internal knowledge resources
Collaboration tools
E-mail
Discussion groups
Blogs
Wikis
Social bookmarking
11.20

Knowledge Work Systems
Knowledge work systems

Systems for knowledge workers to help create new knowledge and
ensure that knowledge is properly integrated into business
Knowledge workers
Researchers, designers, architects, scientists, and engineers who
create knowledge and information for the organization. Have high levels
of education. Create new products or find ways to improve existing
ones.
Three key roles:
Keeping organization current in knowledge in technology, science, social
thought and the arts.
Serving as internal consultants regarding their areas of expertise
Acting as change agents, evaluating, initiating, and promoting change
projects
11.21

Requirements of Knowledge work systems

Most knowledge workers rely on office systems, such as word
processors, voice mail, email, videoconferencing and
scheduling systems designed to increase worker productivity.
KW also require highly specialized knowledge work systems
with powerful graphics, analytical tools, and communications
and document management capabilities.
11.22

Examples of knowledge work systems

CAD (computer-aided design): Automates creation and
revision of engineering or architectural designs, using computers
and sophisticated graphics software
Virtual reality systems: Software and special hardware to
simulate real-life environments
E.g. 3-D medical modeling for surgeons
VRML: Specifications for interactive, 3D modeling over Internet
Investment workstations: Streamline investment process and

consolidate internal, external data for brokers, traders, portfolio
managers
11.23

Intelligent Techniques
Intelligent techniques: Used to capture individual and

collective knowledge and to extend knowledge base
To capture tacit knowledge: Expert systems, case-based
reasoning, fuzzy logic
Knowledge discovery: Neural networks and data mining
Generating solutions to complex problems: Genetic
algorithms
Automating tasks: Intelligent agents
Artificial intelligence (AI) technology:

Computer-based systems that emulate human behavior
11.24

Expert systems:
Capture tacit knowledge in very specific and limited
domain of human expertise
Capture knowledge of skilled employees as set of
rules in software system that can be used by others in
organization
Typically perform limited tasks that may take a few
minutes or hours, e.g.:
Diagnosing malfunctioning machine
Determining whether to grant credit for loan
11.25

How expert systems work

Knowledge base: Set of hundreds or thousands of
rules
Inference engine: Strategy used to search
knowledge base
Forward chaining: Inference engine begins with information
entered by user and searches knowledge base to arrive at
conclusion
Backward chaining: Begins with hypothesis and asks user
questions until hypothesis is confirmed or disproved
11.26

Case-Based Reasoning
In case-based reasoning descriptions of past
experiences of human specialists, represented as cases
are stored in a database for later retrieval when the user
encounter a new case with similar parameters. The
system searches for stored cases with problem
characteristics similar to the new one, finds the closest fit
and applies the solution of the old case to the new case.
Successful solutions are tagged to the new case and
both are stored together
11.27

Fuzzy logic
A rule based technology that can represent such
imprecision by creating rules that use approximate or
subjective values.
11.28

Managing Knowledge and Collaboration

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Managing

2010 by Prentice Hall

Important Dimensions of Knowledge

2010 by Prentice Hall

Important Dimensions of Knowledge (Continued)

Wisdom: The collective and individual experience of

2010 by Prentice Hall

Management Information Systems

Important dimensions of knowledge

Knowledge has different forms

2010 by Prentice Hall

Management Information Systems

Important dimensions of knowledge (cont.)

Sticky (hard to move), situated (enmeshed in firms culture),

2010 by Prentice Hall

Management Information Systems

2010 by Prentice Hall

Management Information Systems

Knowledge management: Set of business processes

2010 by Prentice Hall

Management Information Systems

Knowledge management value chain

2010 by Prentice Hall

Management Information Systems

Knowledge management value chain:

2010 by Prentice Hall

Management Information Systems

Knowledge management value chain:

2010 by Prentice Hall

Management Information Systems

Knowledge management value chain:

2010 by Prentice Hall

Management Information Systems

The Knowledge Management Value Chain

2010 by Prentice Hall

Management Information Systems

New organizational roles and responsibilities

2010 by Prentice Hall

Management Information Systems

Three major types of knowledge management systems:

Knowledge work systems (KWS)

2010 by Prentice Hall

Management Information Systems

Three major types of knowledge in enterprise

Unstructured, tacit knowledge

80% of an organizations business content is

2010 by Prentice Hall

Management Information Systems

Enterprise-wide content management systems

2010 by Prentice Hall

Management Information Systems

Enterprise-wide content management

Knowledge objects must be tagged with categories for

Digital asset management systems

Specialized content management systems for classifying,

Photographs, graphics, video, audio

2010 by Prentice Hall

Management Information Systems

Knowledge network systems address the problem that

2010 by Prentice Hall

Management Information Systems

An Enterprise Knowledge Network System

2010 by Prentice Hall