Module 6 Flashcards

1
Q

organizational learning involves a tension
between assimilating new learning (exploration) and using what has
been learned (exploitation).

A

Crossan’s 4I model

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2
Q

Individual, group, and organizational levels of learning are linked by
the social and psychological processes of the four I’s

A

Intuiting (Individual Learning)
Interpreting (Individual and Group Learning)
Integrating, (Group) and;
Institutionalizing (Organization)

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3
Q

this knowledge creation or capture may be done by individuals who work for the organization or a group within that organization

A

Community of Practice (CoP)

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4
Q

Is a concept referring to a group of people who share a common
interest or profession and engage in collective learning through
regular interaction.

are essential to knowledge creation, sharing, and retention
within organizations or communities, promoting innovation and
continuous improvement.

A

Community of Practice (CoP)

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5
Q

Cope (2000) refers to this as PKM (Personalized KM).

Within the firm, individuals share perceptions and
jointly interpret information, events, and experiences
(Cohen and Levinthal, 1990), and at some point,
knowledge acquisition extends beyond the individuals
and is coded into corporate memory (Inkpen, 1995;
Spender, 1996; Nonaka and Takeuchi, 1995).

A

Personalized Knowledge Management (PKM)

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6
Q

An approach to capturing, organizing, sharing,
and applying knowledge in ways that align with
their unique needs, preferences, and workflows.

centers on personal productivity, learning,
and self-improvement.

A

Personalized Knowledge Management (PKM)

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7
Q

is the “amplification and articulation of individual
knowledge at the firm level so that it is
internalized into the firm’s knowledge base”
(Malhotra, 2000).

A

Organizational knowledge acquisition

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8
Q

an expert system which incorporates
know-how gathered from experts and is designed to
perform as experts do.

A

Digital cloning

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9
Q

The term was coined by the
developers of such systems to refer to various techniques
such as structured interviewing, protocol or talk aloud
analysis, questionnaires, surveys, observation, and
simulation.

A

knowledge acquisition

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10
Q

is knowledge of how to do things, how to make decisions, how to diagnose, and how to prescribe.

A

Procedural knowledge

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11
Q

The major tasks carried out by knowledge
engineers include:

A

Analyzing information and knowledge flow.
Working with experts to obtain information.
Designing and implementing an expert system.

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12
Q

Only the last point would differ, and it could be replaced by
“designing and implementing a knowledge management system or
knowledge repository.”

On the other side were the subject matter experts, and they had to
be able to:

A

Explain important knowledge and know-how.
Be introspective and patient.
Have effective communication skills.

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13
Q

Subject or domain experts were usually “sole sources of
information whose expertise companies wish to preserve”

A

(McGraw and Harrison-Briggs, 1989).

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14
Q

Today, many organizations face knowledge continuity
concerns due to a wave of retiring baby boomers who
represent knowledge

A

“walking out the door.”

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15
Q

These approaches would be a perfect fit for knowledge
acquisition at the community of practice level. Another
artificial intelligence researcher, Parsaye (1988),
outlined the following three major approaches to
knowledge acquisition from individuals and groups:

A
  1. Interviewing experts.
  2. Learning by being told.
  3. Learning by observation.
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