KM Process II

8/20/2019 KM Process II

1/9

I.Vencatachellum/KM/2009 1

KM Process

Processes for knowledge management

Generate

Organise

Develop

Distributing

References


2/9


Processes for Knowledge Management

March (1997)1. Generating2.

Organising

3.

Developing

4. Distributing

Soliman and Spooner (2000)

1. Create2.

Capture

3. Organise

4.

Access5. Use knowledge

Alavi and Leidner (2001)

1. Creation

2. Storage/retrieval3. Transfer

4. Application

Yahya and Goh (2002) – Five KM activities1. Knowledge acquisition2. Knowledge documentation

3. Knowledge transfer4.

Knowledge creation

5.

Knowledge application

Dalkir (2005) – Integrated KM cycle1. Knowledge capture and/or creation2.

Knowledge sharing and dissemination

3.

Knowledge acquisition and application


3/9


Generating

Conscious and intentional generation of knowledge are the specific activitiesand initiatives firms undertake to increase their stock of corporateknowledge. (Davenport and Prusak, 2000)

• Acquisition

• Rental

• Dedicated resources

• Fusion

• Adaptation

•

Networks

Generating content involves two tasks, identifying the desired content

proactively and getting people to contribute ideas. (March, 1997)

Knowledge brokering – using old ideas as raw materials for a host of new

ideas in wholly different contexts, ensuring that organisations innovate

continuously. (Hargadon and Sutton, 2000)


4/9


Knowledge creation involves developing new content or replacing existing

content within the organisation’s tacit and explicit knowledge (Alavi andLeidner, 2001)

Nonaka and Takeuchi’s spiral of knowledge creation - Interaction betweentacit and explicit knowledge creates knowledge (Four knowledge conversion

modes).


5/9


Creating common knowledge – Finding effective ways to translate ongoing

experience into knowledge (Dixon, 2000).

Organising

Organise the collected information so that it can be represented and retrieved

electronically.

• Critical task – Avoid obsolescence.

Developing

Selection and further refinement of material to increase value for users.

•

Develop a knowledge object – a module of information or knowledge

that has been carved out of its original context for reuse in othersettings.


6/9


Distributing

Refers to how people gain access to material.•

Make it easy for people to find what they are looking for

•

Encourage use and reuse of knowledge

Five elements of knowledge transfer to consider (Alavi and Leidner, 2001):

(1) perceived value of the source unit’s knowledge, (2) motivational

disposition of the source , i.e. their willingness to share knowledge (3)

existence and richness of transmission channels, (4) motivational dispositionof the receiving unit, i.e. their willingness to acquire knowledge from the

source, and (5) the absorptive capacity of the receiving unit, defined as the

ability not only to acquire and assimilate but also to use knowledge.

Absorptive capacity – To absorb the new knowledge, a team or individual

has to already have enough related knowledge, i.e. basic skills, shared

language, and technical knowledge (N.Dixon, 2000).

Soo et al . (2002)

•

Individual level measures – active information and knowledgesourcing, recording and sharing, and knowledge accumulation behaviours such as participating in conferences, updating skills

through training and self-learning, and keeping abreast of the latest

technology.

• Organisational level measures – policies and procedures thatencourage and develop individuals’ absorptive capacity.


7/9


Leverage common knowledge – transfer knowledge across time and space.


8/9


Extracted from Dixon (2000).

Extracted from Alavi and Leidner (2001).


9/9


References

Alavi, M. and Leidner, D.E. (2001), ‘Knowledge management and knowledgemanagement systems: Conceptual foundations and research issues’, MIS Quarterly,25.1, 107-136.

Dalkir, K. (2005), Knowledge Management in theory and Practice, Oxford: Elsevier

Butterworth-Heinemann.

Davenport, T.H. and Prusak, L. (2000), Working knowledge: How organisations manage

what they know, Boston: HBSP.

Dixon, N.M. (2000), Common Knowledge: How companies thrive by sharing what they

know, Boston: HBSP.

Hargadon, A. and Sutton, R.I. (2000), ‘Building an innovation factory’, Harvard

Business Review, May-June, 157-166.

March, A. (1997), ‘A note on Knowledge Management’, Harvard Business School , 26

Nov., 1-20.

Nonaka, I. (1991), ‘The knowledge-creating company’, Harvard Business Review,

November-December, 2-9.

Soliman, F. and Spooner, K. (2000), ‘Strategies for implementing knowledge

management: role of human resources management’, journal of knowledge

management , 4.4, 337-345.

Soo, C., Devinney, T., Midgley, D. and Deering, A. (2002), ‘Knowledge management:

philosophy, processes and pitfalls’, California Management review, 44.4, 129-

150.

Uit Beijerse, R.P (1999), ‘Questions in knowledge management: defining and

conceptualizing a phenomenon’, Journal of Knowledge management , 3.2, 94-109.

Yahya, S. and Goh, W.K (2002), ‘Managing human resources toward achieving

knowledge management’, Journal of knowledge management , 6.5, 457-468.

Documents

KM Process II