Knowledge management

Knowledge Management
Presentation of chapter 2
an introduction to strategic knowledge management

Submitted by Submitted to
Miss Javeria Bano Dr. Nisbat Ali
Miss Sana kaleem
Miss Javeria haider Submitted on
MBA-4 Morning 17 th March 2019

Faculty of management sciences

National university of modern languages
 CHAPTER NO 2
AN INTRODUCTION TO
STRATEGIC KNOWLEDGE
MANAGEMENT
Table of contents
 Introduction
 Knowledge workers
 Phases of knowledge development
 The knowledge management infrastructure
 The five p’s of strategic knowledge management
 Building knowledge management into a strategic framework
Introduction
 Ways in which knowledge can be enhanced in business.
 Approaches to build organizational processes.
 Work performance of knowledge workers.
 Five stages of organizational development.
 Five p’s of knowledge development.
Knowledge workers
Role
 Ongoing acquisition of new information.
 Use their heads more than their hands.
 Foundation of many organizational
functions.
Forms of organizational knowledge
 Know What
 Know Why
 Know When
 Know How
 Know Where
 Know If
 Know Who
Phases of knowledge
development
Knowledge
 Knowledge sourcing. sourcing

 Knowledge abstraction. Knowledge

abstraction

 Knowledge conversion. Knowledge

conversion

 Knowledge diffusion.
Knowledge
diffusion
 Knowledge development
Knowledge
and refinement. developme
nt and
refinement
1. Knowledge sourcing

The process of drawing as many informed knowledge sources as possible is

known as knowledge sourcing. Sources to be tapped include;
 Expert guidance.
 Organizational records.
 Firms intranet.
 Learning from a previous source.
Important source of knowledge creation.
For example if a firm wants to introduce any customer marketing scheme, sources might
include marketing experts, customer feedback, previous scheme data etc.
2. Knowledge abstraction

 A process to frame the insights gained from knowledge sourcing and to

extrapolate the new knowledge from the basic guidelines and issues that
have emerged.
 The process can take a long time.
 Failure to carefully build some clear frameworks can lead to faulty
outcomes.
3. Knowledge conversion

A phase where various ideas and principles are refined into a specific
outcome and useful application.
Knowledge can either be;
 Codified knowledge: can be recorded and accessed by others. It can be
developed into models, equations, artefacts etc.
 Embodied knowledge: more difficult to access. It is the tacit knowledge
and can be shared through stories, metaphors, advice etc.
4. Knowledge diffusion

The spread of knowledge once it is codified or embodied.

Diffusion can occur through;
 Communication media.
 Modeling of new products.
 Coaching.
 Demonstrating.
Diffusion occur best when recipients integrate insights into their own mental
constructs and when the channel is effective.
5. Knowledge development and
refinement
 To reshape and further test knowledge through additional experience and
feedback is known as knowledge development and refinement.
 Knowledge is constantly reviewed and updated to reflect any new
understanding.
 To ensure that knowledge remains current and useful.
The knowledge management
infrastructure
The creation of organizational knowledge relies on many systems and
processes that make up the organizational infrastructure. Three types of
infrastructure operate in most organizations;
 Managerial
 Technical
 Social
1. Managerial infrastructure

 Provides a supportive framework for resourcing decision making.

 Managers insure the effective use of staff, finances and other resources.
 Successful knowledge management requires an open management style
and not the ‘silo’ mentalities.
 HRM helps by recruiting best persons on job and motivating them by
reward system. Also help knowledge transfer by job rotation etc.
 Managers often perform many of the HRM functions.
 The context of an organization can greatly influence how it operates.
2. Technological infrastructure

 This provides mechanisms for sharing and transferring information.

 Shift from paper to electronic form has changed the working idea.
 Library and IT services are key elements of knowledge strategy.
 Electronic recourse held by library give ready access.
 Organization’s records are great source of learning.
 Data needs to be cataloged, stored so that it can be retrieved later.
3. Social infrastructure

This helps by guiding the social interactions of organization members with

staff, clients and stakeholders.
Organizations may have long term vs short term, collective vs individual
outcome, tradition or innovation etc. These social context helps to build the
social infrastructure.
There are three main points;
 Understanding the knowledge community.
 Employees and the knowledge environment.
 Other stakeholders.
The five P’s of sTraTegic
knowledge management
It relies on the alignment of the five key systems to achieve full integration
into the organizational setting.
 Planning people

 People
Performance Planning

 Processes Effective
knowledge
management
 Products
 Performance Product Processes
1. Planning

 Strategic knowledge management requires comprehensive planning.

 Planning should clarify the knowledge goals and establish effective
processes.
 Planning takes times and require careful consideration.
 Also require ongoing monitoring.
2. People

 Their commitment to knowledge process is important to its overall

success.
 They need to be convinces that knowledge management is a valuable
strategic initiative.
 Knowledge partnerships must be created.
 Knowledge message must be strongly supported by all human resources.
3. Processes

 Proper strategy and processes need to be managed to ensure that

knowledge management principles do not fracture when implemented.
 Process need to be regularly monitored.
 Managers have a significant influence over the process operation.
 Knowledge hubs and webs.
 The development of new skills and competencies.
 Traditional structures may need to be reviewed.
 Virtual relations may be more focused.
4. Products

 Products can be provided to clients or may exists as internally shared

knowledge objects.
 Explicit knowledge may be captured and distributed timely.
 The identification of knowledge object sharing should be carefully
planned.
5. Performance

Knowledge management needs to be regularly reviewed to ensure that

financial and social investment is positively influencing the organization.
To measure its performance it needs to regularly evaluated.
We must check how carefully it is integrated into the culture,
The expected outcomes of knowledge must be clearly stated.
Building knowledge
management into the strategic
framework,
 A close relationship between knowledge management and strategic plans
ensure the profitability and strategic advantage.
 Capacity building must be instituted throughout the organizations.
 Different organizational leaders need to examine external environment
and to identify the best mechanisms to lead the changes.
 capacity building encourages employees to prepare for long term
challenges.
Knowledge sharing as a core competency
 Core competencies are those elements that are nurtured in firms and are
hard to produce externally.
 One core competency is knowledge sharing. If rewards are on individual
performance then the sharing element is reduced.
Developing a strategic knowledge community
 To integrate a whole community into knowledge frameworks.
 The knowledge environment need to be user-focused and not system-
dictated.
 Key element to knowledge community is knowledge diffusion.
Adding value
 Knowledge management should add value in long term.
 All the activities must be carefully scrutinized.
 Each element must contribute to consistent implementation of an
effective knowledge culture.
Thank you