Chapter 10: Knowledge Management I Flashcards
Knowledge Management Definition
Knowledge Managemet is an integrated intervention approach, that deals with the design options of the organizational knowledge base. (Probst et. al)
Knowledge Definition NN
Knowledge is a fluid mix of framed experience, values, contextrual information, and expert inishgt that provides a framework for evaluating and incorporating new experiences and information. It originates and is applied in the mind of knowers. In organizations, it often becomes embedded not only in documents or repositories but also in organizational routines, processes, practices, and norms. (Davenport / Prusak)
Types of knowledge
- Explicit: Information or knowledge that is set out in tangible form (phyiscal)
- Implicit: information or knowledge that is not set out in tangible form but could be made explicit (derivable)
- Tacit: information or knowledge that would be extremly difficult (operationally) to make explicit (implied)
Knowledge Assets
- Tip of Iceberg: Patents, copyright, trademarks, documents
- Unter the iceberg: Woring solutions, experience, database, web of relationships…
Knowledge components
- People: 70% Attitude, sharing, innovation, skills..
- Process: 20% KM maps, worklfows, integration
- Technology: 10%: Data stores, networks, nternet
Four types of knowledge conversion
- Socialisation: Tacit to Tacit (Mutual experiences and experienced knowledge)
- Combination: Explicit to Explicit (combine knowledge from varous sources)
- Explication: Tacit to Explicit (Conceptual knowledge)
- Internalisation: Explicit to Tacit (Operational knowledge)
Knowledge Work and IT - Core Process
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Knowledge identification
- How to create transparency about existing knowledge?
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Knowledge acquisition
- What capabilities to acquire from ext. sources?
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Knowledge development
- How to build up new knowledge?
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Knowledge usage
- How to make sure knowledge is used?
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Knowledge sharing and dissemination
- How to get knolwdge to the right place?
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Knowledge conservation
- How to guard against knowledge loss?
Kowledge creation and team work
- Knowledge creation in organizations is typically not done by a single person
- Outcome of an interactive process
- Knowledge creation is typically an interactive team working process
- –> The whole may be more than the sum of the parts, creativity develops from the interaction of different knowledge sets
Problems of Team Work
- Conformity
- Group thinking
- Illusion of invulnerability
- Collective rationalization
- Illusion of morality
- Shared stereotypes
- Directpressure
- Mind-guards
- Illusion of unanimity
- Group polarization
Decision Making in a Team
- Advantages:
- Increased pool of knowledge
- Increased acceptance of commitment
- wide range of perspectives
- Disadvantages:
- Override individuals
- Not feeling responsible
- Consensus instead of optimum
Problem Domain “Knowledge”
- Known Dichotomy (Gegensätzlichkeit)
- Implicit or explicit
- Useful views
- Knowledge as object, interpretation, process
- Big “chunks” or particle of knowledge
- perspective vs. zooming
- Holding vs. acting and using
Definition core capabilities
- “Core capabilities constitute a competitive advantage for a firm; they have been built up over time and cannot be easily imitated.”
- They are distinct from both supplemental and enabling capabilities, neither of which is sufficiently superior to those of competitors to offer a sustainable advantage.”
Dimensions of core capabilities
Three types of skills and knowledge
- Public or scientific
- Firm specific
- Industry specific
Positive reinforcing cycle
- High-Status Discipline
- Attracts Elite in Discipline
- High Pay / Choice Assignments
- Confident, High performance
- Strong cedibility influence
