INTRODUCTION
KNOWLEDGE MANAGEMENT
SYSTEMS
BY:
TASNEEM ABDALLAH
M.SC IN INFORMATION SYSTEMS
COURSE OUTLINE
1. An Introduction to Knowledge Management
2. Knowledge and Knowing
3. Knowledge Creation
4. Knowledge Gathering
5. Knowledge and its Relationship to Organization Learning
6. Knowledge Management and Organization Culture
7. Tacit Knowledge in Organization
8. Codification and Access
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LECTURE OUTLINES:
Define knowledge
Explain knowledge Management Concept
Characteristics of Knowledge Management
WHAT IS KNOWLEDGE?
Data = collection of facts, measurements, statistics
Information = organized data
Knowledge = contextual, relevant, actionable information
Strong experiential and reflective elements
Dynamic
Branches and fragments with growth
Difficult to estimate impact of investment
Evolves over time with experience
KNOWLEDGE
Explicit knowledge
Objective, rational, technical
Policies, goals, strategies, papers, reports
Codified
Leaky knowledge
Tacit knowledge
Subjective, cognitive, experiential learning
Highly personalized
Difficult to formalize
Sticky knowledge
WHY PEOPLE DO NOT WANT TO SHARE KNOWLEDGE?
“Knowledge is power”
“I don’t have time”
“I’ve got too much real work to do”
“That’s not my job”
“You’re just using other people’s ideas and taking the credit”
WHY PEOPLE DO NOT WANT TO SHARE KNOWLEDGE?
“I want to do things my way”
“This is how it’s always been done”
“I’m already suffering from information overload”
“You should already know all the answers”
“It’s just another management fad; if I ignore it, it’ll eventually go away”
“What’s in it for me?”
KNOWLEDGE MANAGEMENT IN THE
ORGANIZATION
Systematically & actively managing and leveraging stores of knowledge in an
organization
Organizational learning mechanisms Processes to create, gather, store, maintain,
disseminate knowledge
WHY KM IS NEEDED
Traditional reasons for KM are:
Improving Decision Making by reusing knowledge
Capturing knowledge from transient work forces
Additionally, we are finding we need KM because of:
Supporting knowledge communities
Obsolescence/Innovation
Knowledge persistence
WHAT EXPERTS SAY ON INFLUENCE OF KNOWLEDGE
ON SUCCESS
Peter Drucker (the one factor)
Toffler (Survival in Knowledge Age is not who can read or write but who
can learn and unlearn quicker)
Tom Peters (sum total of value-added)
Handy, Drucker (primary factor of productivity)
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A FEW FOUNDATION PRINCIPLES AND
BUILDING CONCEPTS
Knowledge Influences Success
Knowledge Resides in the Heads of People
Two Types of Knowledge
Codified
Personalized
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A FEW FOUNDATION PRINCIPLES AND
BUILDING CONCEPTS …
Knowledge Sharing Requires a Conduit to Happen Systemically
Technology is the conduit
Knowledge Sharing Requires Trust
KM embraces both the Knowledge Based organization and the Learning
Organization
KM has planned architectural frameworks
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KNOWLEDGE REQUIRES CAPTURE, ORGANIZATION,
ACCESS AND LEVERAGE
OLD WAY: NEW WAY:
1. Capture form is: written, auditory or graphical 1. Capture from is digits in cyberspace
representations 2. Organization via software programs designed
2. Organization is via tables of content, indexes, upon engineering principles, mathematical
classification systems used by publishers, equations, word associations in cyberspace
libraries, etc 24/7/365
3. Access when physical body goes to where the 3. Access wherever the physical bodies link via
knowledge is located…a library, a company, a computers
research laboratory, a school
4. Tacit knowledge tapped using many different
4. Tacit knowledge rarely tapped
technological tools
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INTEGRATING INITIATIVES
Trend is to combine KM with new technologies into strategic organizational
initiatives such as:
Customer Relationship Management, CRM
Supply Chain Management, SCM
Data mining to discover knowledge
Enterprise Resource Planning, ERP
Project management mature processes
Communities of Practice, CoP
CRITICAL SUCCESS FACTORS
A Knowledge Strategy that identifies users, sources, processes, storage
strategy, knowledge and links to knowledge for the KMS
Motivation and Commitment of users including incentives and training
Integrated Technical Infrastructure including networks, databases/
repositories, computers, software, KMS experts
CRITICAL SUCCESS FACTORS …
An organizational culture that supports learning and the sharing and use of
knowledge
A common enterprise wide knowledge structure that is clearly articulated and easily
understood (an ontology)
Senior Management support including allocation of resources, leadership, and
providing training
Learning Organization
There is a clear goal and purpose for the KMS
KNOWLEDGE MANAGEMENT SYSTEMS (KMS)
Knowledge management system (KMS):
Organized collection of people, procedures, software, databases, and
devices used to create, store, share, and use the organization’s
knowledge and experience
OVERVIEW OF KM SYSTEMS
THANKS ,,,
