SUBMITTED BY SUBMITTED TO

MUSKAN GUPTA PROF. KESHAV

 BIBLIOGRAPHY
• Knowledge Management-by Gamble & Blackwell (2001)
• Knowledge Management in Theory and Practice-by Kimiz
Dalkir, Jay Liebowitz (foreword), 2011
• Wikipedia
• Slideshare
• http://www.knowledge-management-tools.net
• https://www.tutorialspoint.com 
What is knowledge?
 Example of Data
• Purchase of Notebooks for January 2500 pcs
• Purchase of Dairies for January 1200 pcs
• Purchase of Pens for January 6000 pcs
• Sales of Pens for January 8500 pcs
• Sales of Diaries for January 1250 pcs
• Sales of Notebooks for January 2500 pcs
• Notebooks CP= Rs. 25 SP= Rs. 30
• Diaries CP= Rs. 42 SP= Rs. 65
• Pens CP= Rs. 7 SP= Rs. 10
 Example of Information
Product Purchase Cost Price Sales Selling
s (Rs) (pcs) Price(Rs)
(pcs)
Notebooks 2500 25 2500 30

Diaries 1200 42 1250 65

Pens 6000 7 8500 10

 Example of Knowledge
Operations for the month of January
Product Purchases Cost Price Total Cost Sales Selling Total
(pcs) (Rs) (Rs) (pcs) Price(Rs) Revenue
(Rs)
Notebooks 2500 25 62500 2500 30 75000

Diaries 1250 42 52500 1200 65 78000

Pens 8500 7 59500 6000 10 60000

Total Cost 174500 Total Revenue 213000

 Example of Wisdom

• The quantity of notebooks purchased and sold are the

same which means there is no further stock available so
the quantity of notebooks to be purchased can be
increased to maintain a considerable amount of stock.
• The quantity of pens purchased are much more than
the quantity sold so the quantity of pens purchased for
Feb can be reduced as we have a little stock available.

And so on…………
 In the words of Gamble and
Blackwell (2001),
“ Knowledge is a fluid mix of
framed experience, values,
contextual information, expert
insight and grounded intuition that
provides an environment and
framework for evaluating and
incorporating new experiences
and information. It originates and
is applied in the mind of the
knower's. In organizations it often
becomes embedded not only in
documents or repositories, but
also in organizational routines,
practices and norms."
 Types
of
Knowledge
 What is Management?
Management is the
process of utilizing
organizational
resources in effective
and efficient way.
What is Knowledge Management?

In the words of Peter

Drucker
Knowledge management
“is coordination and
exploitation of
organization knowledge
resources, in order to
create benefit and
competitive advantage.”
There are two main school of thoughts regarding the
scope and definition of knowledge management,
these are as follows :

Broader concept

Narrower
concept
A broader definition given by Davenport
and Prusak (2000) is as follows

KM “is managing the corporation’s knowledge

through a systematically and organizationally
specified process of acquiring, organizing,
sustaining, applying, sharing, and renewing
both tacit and explicit knowledge of employees
to enhance organizational performance and
value”
Some Daily Encounters With KM
SOURCES OF KNOWLEDGE
Personal Experience and intuition

Tradition

Expert’s Authority

Logic

Research
 Knowledge Management Process

Knowl Knowl
edge edge
Knowl Knowl Knowl
discov organi Knowl
edge edge edge
ery zation edge
sharin creati acquis
and and reuse
g on ition
detec assess
tion ment
 KNOWLEDGE ABOUT ?
•Customers
•Suppliers
•Partners and Alliances
•Competitors
•Mergers and Acquisitions
•Other Expertise
MODELS OF KNOWLEDGE MANAGEMENT CYCLE
Zack Bukowitz & WIIG McElroy
Williams
Acquisition Get Creation Learning

Refinement Use Sourcing Validation

Storage/Retrieval Learn Compilation Acquisition

Distribution Contribute Transformation Integration

Presentation Assess Application Completion

TOOLS USED IN KNOWLEDGE MANAGENENT

Content Creation and Sharing and

Management Tools Dissemination Tools

Authoring tools
Groupware Tools

Annotation tools
Collaborative Tools

Data Mining and

Knowledge discovery

Templates

Blogs
 Knowledge Management Strategy
Knowledge management strategy is a
general, issue-based approach to
define operational strategy and
objectives with specialized KM
principles and approaches.
A good Knowledge Management strategy
possesses the following components −
• A Stated Business Strategy and
Objectives
• A Description of Knowledge-Based
Business Issues
• An Inventory of Available Knowledge
Resources 
• An Analysis of Recommended
Knowledge Leverage
Factors for Failure of Knowledge Management

●
Lack of performance indicators and measurable benefits

Causal Failure Inadequate management support

●

●
Improper planning, design, coordination, and evaluation
●
Inadequate skill of knowledge managers and workers Problems

Factors ●

●
with organizational culture
Problems with organizational culture
Improper organizational structure

●
Lack of widespread contribution
●
Lack of relevance, quality, and usability
Resultant ●

●
Overemphasis on formal learning, systematization, and determinant
needs
Improper implementation of technology

Failure Factors ●

●
Improper budgeting and excessive costs
Lack of responsibility and ownership
Loss of knowledge from staff defection and retirement
 Organizational Knowledge

Organizational
knowledge is
defined all the
knowledge
resources within an
organization that
can be realistically
tapped by that
organization. 
Organizationa
l knowledge
sources
 Organizational Memory
organizational memory
includes the more formal
records, as well as tacit
and embedded
knowledge located in
people, organizational
culture, and processes.
 THE SECI MODEL
 Given by : Nonaka and Takeuchi
 Subject : Knowledge Creation and transfer
 Aim : To focus on tacit knowledge
 Findings : They proposed 4 ways through
which knowledge can be combined and
created in an organization which will help in
sharing knowledge and its creation.
 THE SECI MODEL

S SOCIALIZATION

E EXTERNALIZATION

C COMBINATION

I INTERNALIZATION
 SOCIALIZATION

• Conversion : Tacit to Tacit

• Transferred : Through practice, guidance,
imitation, and observation

EXTERNALIZATION
• Conversion : Tacit to Explicit
• Transferred : Through codifying the tacit knowledge
in the form of documents so that it can be easily shared.
It is difficult to codify tacit knowledge which makes the
use of this method a debatable topic.
 COMBINATION

• Conversion : Explicit to Explicit

• Transferred : Previously codified knowledge is
combined and new information is created.

INTERNALIZATION

• Conversion : Explicit to Tacit

• Transferred : Explicit knowledge is applied and
internalized, modifying the user’s existing tacit
knowledge.
 Uses of
Competitiv
KM
e advantage

Innova Past success

and failures
tion

Acquiring extra Better use of

organizational knowledge
knowledge assets

Protects
organization
Enhance
al knowledge s skill set
Updated
knowledge
 BIBLIOGRAPHY
• Knowledge Management-by Gamble & Blackwell (2001)
• Knowledge Management in Theory and Practice-by Kimiz
Dalkir, Jay Liebowitz (foreword), 2011
• Wikipedia
• Slideshare
• http://www.knowledge-management-tools.net
• https://www.tutorialspoint.com