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Chapter Five - Knowledge Management

Chapter Five discusses Knowledge Management (KM), defining it as the process of creating, sharing, using, and managing organizational knowledge to enhance decision-making, foster innovation, and improve efficiency. It outlines the types of knowledge (explicit and tacit), components of KM, foundational theories like the SECI model and DIKW hierarchy, and effective methods and tools for KM sharing. The chapter emphasizes the importance of KM in various sectors, including healthcare, manufacturing, education, and consulting, highlighting its role in boosting competitive advantage.

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Biniyam Efrem
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24 views24 pages

Chapter Five - Knowledge Management

Chapter Five discusses Knowledge Management (KM), defining it as the process of creating, sharing, using, and managing organizational knowledge to enhance decision-making, foster innovation, and improve efficiency. It outlines the types of knowledge (explicit and tacit), components of KM, foundational theories like the SECI model and DIKW hierarchy, and effective methods and tools for KM sharing. The chapter emphasizes the importance of KM in various sectors, including healthcare, manufacturing, education, and consulting, highlighting its role in boosting competitive advantage.

Uploaded by

Biniyam Efrem
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PPTX, PDF, TXT or read online on Scribd
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Chapter

Five
KNOWLEDGE
MANAGEMENT (KM)
TABLE OF CONTENTS
01 02
Introduction to The theory of knowledge
knowledge management management

03 04
KM sharing Technologies to support KM

05
KM application in
organizations
01
Introduction to knowledge
management
INTRODUCTION
 Definition:
 Knowledge Management (KM) refers to the
process of creating, sharing, using, and managing
the knowledge and information of an
organization.
 Purpose:
 Enhance decision-making.
 Foster innovation.
 Improve efficiency and productivity
Types of Knowledge
 Explicit knowledge is a straightforward
concept.
 This is documented knowledge, such as
handbooks, research reports, sales scripts
and datasheets.
 This type of knowledge is ideally easy to
categorize and share.
 Tacit knowledge, also called implicit
knowledge,
 Combines the skills, abilities, ideas and
Cont …
 To illustrate these two categories of
knowledge, imagine a person preparing for a
fishing trip.
 They can easily research types of explicit
knowledge, like regulations, recommended
equipment or how to tie a knot.
 Tacit knowledge includes what you’ve learned
from past fishing trips and why you know a
particular location is perfect for catching fish.
This knowledge can be challenging to
transfer to another person.
Cont …
 Tacit and Explicit Knowledge Within
Organizations
 While sharing explicit knowledge can be
simple,
 Transferring tacit knowledge often requires
extensive communication and frequent
interactions.
 As employees gain more experience from
time spent on training or mentoring,
 for example, they can acquire tacit
Components of KM
 Knowledge Creation: Generating new
knowledge through research and
collaboration.
 Knowledge Storage: Storing knowledge
systematically in databases or repositories.
 Knowledge Sharing: Enabling access to
the right people at the right time.
 Knowledge Application: Using knowledge
effectively to solve problems and make
02
The theory of knowledge
management
Defining Knowledge Management
Theory
 KM theory provides a structured framework for
understanding the processes of:
 Knowledge Creation: Generating new ideas or
solutions.
 Knowledge Sharing: Distributing knowledge across
the organization.
 Knowledge Utilization: Applying knowledge for
decision-making and innovation.
 Knowledge is a strategic resource that enhances an
organization’s performance, adaptability, and
competitive advantage.
Foundational Models in KM Theory
 SECI Model:
 This model describes how knowledge transitions between tacit (personal,
intuitive) and explicit (documented, formal) forms through four processes

 Socialization: Sharing tacit knowledge through interaction (e.g.,


brainstorming, shadowing).
 Externalization: Converting tacit knowledge into explicit forms (e.g.,
writing manuals, reports).
 Combination: Integrating explicit knowledge to create new knowledge
(e.g., compiling data from multiple sources).
 Internalization: Learning from explicit knowledge to create tacit
knowledge (e.g., developing skills through practice).
Cont …
 Socialization (Tacit to  Externalization (Tacit to
Tacit) Explicit)
 Mentoring: A senior carpenter  Writing Manuals: A chef
shows an apprentice how to writes down their recipe
select the best wood, relying for others to follow.
on feel and experience.  Creating Instructions: An
 Teamwork: A sales team experienced technician
shares negotiation tips during documents
informal discussions. troubleshooting steps.
 Apprenticeship: A baker  Recording Ideas: Designers
demonstrates the perfect sketch out their creative
dough consistency by hand. concepts for a new
product.
Cont …
 Combination (Explicit to  Internalization (Explicit to
Explicit) Tacit)
 Report Compilation: A  Learning by Doing: A new
company merges sales data employee practices steps
and customer feedback into a from a training manual until
market analysis. it becomes second nature.
 Policy Development: A school  Skill Application: A student
combines existing rules to reads about coding and
create a new student applies it to create their own
handbook. software project.
 Blueprint Creation: Engineers  On-the-Job Training: A
integrate different designs to technician learns assembly
create a final product techniques from written
prototype. guides and develops hands-
Foundational Models in KM Theory
 The DIKW (Data-Information-Knowledge-Wisdom) Hierarchy
 The DIKW hierarchy helps organizations turn raw data into
actionable wisdom, guiding smarter decisions and strategies.
 Explains how raw data is transformed into actionable wisdom
through processing, organization, and application.
 Data: Unprocessed, raw facts or observations (e.g., daily sales
figures).
 Information: Organized data with meaning (e.g., sales trends
over time).
 Knowledge: Contextualized information providing actionable
insights (e.g., which products sell best and why).

Cont …
 Data:  Knowledge:
 Think of data as raw,  Information that’s understood
unprocessed facts. and applied.
 For instance, a list of  If you know that these
temperatures recorded temperatures indicate a warm
throughout the day: 72, 75, day in New York, you have
78 degrees. knowledge about the typical
weather patterns.
 Information:
 Wisdom:
 This is data given context.
 Using knowledge to make
 So, if we say the
informed decisions.
temperatures are in
Fahrenheit and recorded in  Knowing it’s warm, you decide
New York on a particular day, to wear light clothing and carry
it becomes information. a water bottle to stay
03
KM Sharing
What is KM Sharing?
 KM sharing involves the processes and practices
that enable individuals or teams to exchange
knowledge effectively.
 Purpose:
 Promote collaboration.
 Enhance decision-making.
 Encourage innovation.
Effective Methods for KM Sharing
 Formal Methods:
 Knowledge repositories, wikis, and shared
databases.
 Regular meetings, presentations, and training
sessions.
 Structured mentorship programs.

 Informal Methods:
 Peer-to-peer discussions and storytelling.
 Informal brainstorming sessions.
 Communities of practice (groups sharing
expertise).
Tools for Knowledge Sharing
 Document Management Systems:
Centralized platforms for storing explicit
knowledge (e.g., SharePoint, Google Drive).
 Communication Tools: Real-time collaboration
(e.g., Slack, Microsoft Teams).
 Social Media & Forums: Platforms for informal
sharing (e.g., Yammer, Reddit-like forums).
 Artificial Intelligence: Recommends relevant
knowledge and automates workflows.
04
KM application in
organizations
Why KM is Crucial for
Organizations
 Enhances Decision-Making: Fast access to
relevant knowledge supports better, informed
decisions.
 Improves Efficiency: Streamlining information flow
reduces redundancy and increases productivity.
 Fosters Innovation: Sharing diverse knowledge
leads to new ideas and creative solutions.
 Boosts Competitive Advantage: Organizations
with strong KM systems are more adaptable and
Why KM is Crucial for
Organizations
 Healthcare: Sharing medical knowledge and patient
data to improve care quality and reduce errors.
 Manufacturing: Sharing process improvements,
safety protocols, and technical expertise to
streamline production.
 Education: Teachers and administrators sharing
curriculum innovations, research, and teaching
techniques.
 Consulting: Sharing case studies, best practices,
Why KM is Crucial for
 Knowledge Repositories: Centralized databases for
Organizations
storing and accessing explicit knowledge (e.g.,
document management systems).
 Collaboration Tools: Platforms for real-time
communication and knowledge sharing (e.g., Slack,
Microsoft Teams).
 AI and Machine Learning: Tools for automating
knowledge sharing, discovering patterns, and providing
insights (e.g., chatbots, AI-powered search engines).
 Cloud Platforms: Providing remote access to
knowledge for distributed teams (e.g., Google Drive,
THANK YOU!

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