The Fourth Knowledge Management Dimension

Knowledge management system is a cluster of technologies that aid the collection, arrangement, transmission and circulation of knowledge in an organisation.Advertising We will write a custom essay sample on The Fourth Knowledge Management Dimension specifically for you for only $16.05 $11/page Learn More Some aspects of systems and technology that relate to knowledge management include intranets, data warehouses and data mining tools, applications for brainstorming and help desk, push technologies, workflow systems, document management systems and information retrieval engines (Maier 2004). First, intranets offer a perfect avenue for circulation of information. Nevertheless, most organisations present too much information on the intranet, thus creating data accumulation, which makes it hard for both employees and managers to access information swiftly. This incidence has attracted attention from scholars. While some academicians propose that organisation s should convey their entire knowledge to the intranet, others are of the contrary opinion (Tsui 2005). These scholars feel that the intranet should be separated into the webserver and the technological infrastructure. This separation can boost the pace of integration for application developers and enhance access to data for various clusters of knowledge personnel. These proponents of intranet separation argue that imposing all knowledge assets onto the webserver cannot be compared with letting users obtain the entire business knowledge, via a web browser. Second, document management systems act as stores of crucial company records and are thus central stores of explicit information (Schwartz et al. 2000). Besides, document management systems are useful instruments for crafting and processing intricate documents (Wiggins, 2000). These systems thrive in controlling the course of document formation, processing and evaluation. A number of organisations are using document management to manage enterprise knowledge (Davis et al. 2005). Nevertheless, most users never take part in intricate document formation directly and thus, do not obtain sufficient value from these systems because they never take time to learn how they should be used.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More While most organisations do not use document management systems in knowledge management systems, they act as essential knowledge silos that should be incorporated into the business knowledge network. Third, most organisations use technology to retrieve information comprising legacy matter (Tsui 2005). Such technology can either be in the form of intranet services or business repositories. Dealers of information retrieval continue to add aspects like natural language inquiries and relevancy ranks, which augments the rate and accuracy of finding data, in order to gratify the wants of information searchers. Forth, companies utilise groupware systems for communication among users in units or workgroups (Housel, 1999). This system enables formal and impromptu communications in situations where instant communication is impossible. Hence, groupware is a crucial technology since it facilitates the exchange of implicit information. Nevertheless, groupware databases must be incorporated into the enterprise knowledge construction (Tsui 2005). Processes of knowledge transfer usually happen on an impromptu basis when the call for knowledge crops up somewhere in the business, although, businesses also have many formalized procedures that control information flow (Stankosky 2005). For instance, procedures of creating proposals usually oblige the writer to gather preceding knowledge assets and obtain endorsement on the whole proposal (Stankosky 2005). These procedures require controlled and prearranged information review (Awad, 2007). Fifth, technologies that facilitate transmission of d ata to end-users have obtained substantial attention. While e-mail has played this role for long, novel web-based technologies, have provided an enhanced structure that offers instant information as well as the capacity to push content and applications. Capacities of agents are usually significant in settings that have intense knowledge, where personnel lacks sufficient time to supervise resources with discreet information frequently. Systems of knowledge management must offer a method for users to obtain the precise forms of knowledge assets, which they require to examine, without obliging them to know complicated methods of searching.Advertising We will write a custom essay sample on The Fourth Knowledge Management Dimension specifically for you for only $16.05 $11/page Learn More Also, most institutions utilise help-desk technology to react to both external and internal needs for information (Maier 2004). Nevertheless, the knowledge accrued in these systems can contain many, full applications than responding to certain queries. So as, to obtain this potentially useful information, organisations must amalgamate their help-desk technologies with their knowledge management system. Further, use of brainstorming instruments instigates creative thinking. Such end-user applications facilitate classification and systematisation of knowledge resources. Hence these applications are valuable for knowledge construction. A Company’s knowledge management system should offer a straightforward method for users of these applications to recognize, capture and distribute the outcomes of these activities with others in the industry. Lastly, most organisations have adopted data mining tools and data warehouses because of the need to formulate decisions from complex data collections (Stankosky 2005). Companies have created data warehouses in order to exploit current relationships and establish new relationships amid distributors, consumers an d internal practices. Hence, KM systems should offer significant access to data warehouses through using typical protocols (Thierauf 1999). Besides, organisations with KM systems should offer a method to describe and offer access to general reports to enable users who are not familiar with data mining procedures find and use reports on fields of research (Rollett, 2003). This section reveals that knowledge management should start by choosing knowledge that requires management. It does not make sense amass lots of knowledge in one area, as this will only make it difficult for such knowledge to be assessed. This is so for organisations that present too much information on the intranet, thus creating data accumulation and making it hard for both employees and managers to access information swiftly. A consideration that should be made in knowledge management systems is the nature of the working group, as well as, information that should be conveyed to the working group.Advertising Looking for essay on business economics? Let's see if we can help you! Get your first paper with 15% OFF Learn More Besides, organisations that use document management to manage enterprise knowledge should offer training on how such systems should be used. Also, users who are not familiar with data mining procedures experience difficulties while using reports in fields of research. Hence, systems of knowledge management must offer a method for users to obtain the precise forms of knowledge assets they require to examine without obliging them to know complicated methods of searching. Similarly, organizations with data mining procedures should offer a method to describe and offer access to general reports to enable users who are not familiar with data mining procedures find and use reports on fields of research. Use of technology and systems enhance the competence of management processes in organisations and offer new ways of improving the ability of reaction to environmental necessities (Jashapara 2004). Technology systems play various roles including making data accessible to persons, storing vas t amounts of data, offering communication modes, creating records of transactions and communications, as well as, computerising activities (Olivera 2000). Use of information systems in order to create knowledge may assume two shapes. The first shape is the ability to integrate knowledge from external sources. The second shape is the capacity to generate new knowledge from the restructuring and reexamination of existing and lately obtained information. Similarly, Information Technology (IT) aids the procedure of knowledge transmission. Technology allows people to synchronize the logistics of face to face conferences. Technology may also be used to record proficiency of members in an organization, thus, promoting knowledge sharing and ensuring access to the right personnel (Barnes 2002). Some systems like groupware offer a virtual space where members can process knowledge and information immediately, providing increased chances of interaction (Lee Choi 2003). Spaces of exchange grow to be the ideal situations to create innovative and ingenious behaviours surrounding issues and circumstances. An essential trait of these virtual communities and exchange spaces is that they depend on the democratisation of information. Therefore, they allow the manifestation of natural flows of the association s and transference, which in turn supports inventiveness and novelty (Narayanan 2001). Further, technology facilitates the process of knowledge organisation and preservation. Technology supports the standardisation and computerisation of some tasks, aiding conversion of implicit information into explicit data (Anand et al.1998). Equally, technology offers the required systems to organise and keep the knowledge. Nevertheless, knowledge stores should be available to organisation members and should be in a shape that will allow every member to make identical interpretations, thus, becoming a component of the knowledge base for the entire organisation. Technology, together with its practices and platform principles, offers an ideal system for connecting dispersed persons through a common system and allowing members in an organisation to have easy access to information that is vestiges in memory bins. This allows new knowledge to be construed and combined with existing information (Tippins Sohi 2003). First, a knowledge management program should be open and distributed. By description, a knowledge management system connects available knowledge silos. Preset procedures and application programming interfaces allow incorporation amid applications like e-mail, groupware and document management services (Tsui 2005). While applying unifying structure, organisations should make sure that the information construction is supple enough to cater for the growing needs of entity organizations. Besides, knowledge management systems must enable system management from every location through using ActiveX, HTML and Javascript that can be accessed through every attuned web browser (Barnes 2002). Second, a knowledge management program should be customisable. Organizations should have a customizable knowledge management system. This system must provide user interfaces through templates for customization by users (Tsui 2005). A well-built knowledge management system must facilitate easy amalgamation of new and available applications. It should have documented APIs that enable the organisation to connect systems. For example, when the system manager connects a screening system to a technical documentation store, he can push the right technical documentation straight to a repair expert in case the screening system discovers that a system is faulty. Third, a knowledge management program, should be measurable. Measurement is a vital feature of any knowledge management endeavor to hit the correct balance between technological and organisational transformations. Organisations can establish whether the systems are producing the preferred outcome, by computing a nd processing the outcomes. Every knowledge management system must have instruments that enable managers to quantify and confirm usage to obtain an image of how the system gets utilised, establish performance obstructions and, most significantly, utilise the information to develop the process of organisational knowledge transmission. Lastly, a knowledge management program should be secure. Whereas conventional applications require the manager to offer access to those who require specific information, applications of knowledge management center on exploiting access to information. Hence, knowledge management applications are apt to necessitate the manager to bar access to certain content parts to staff members or administrators who should not have access. A knowledge management program must protect repositories and safeguard security models that are evident in current knowledge silos, while enabling access to those who require them in the organisation. Generating and controlling the enterprise security construction is a difficult issue. Nevertheless, new principles like Lightweight Directory Access Protocol (LDAP) seek to fuse distinct systems and abridge their administration (Barnes 2002). LDAP enables the knowledge management system to obtain user rights, without obliging anyone to reconstruct and uphold user directories in the knowledge management system, and all the accessible knowledge bases (Barnes 2002). The Role of Systems and Technology in Knowledge Management There exist different opinions when it comes to the role of systems and technology in knowledge management. Those who denounce the role of technology and systems in knowledge management see this perspective as a disruption from customs, administration and change management (Ruggles 1997). These scholars argue that individual socialisation and organisational conduct stipulate the quantity of knowledge which transfers among individuals and thus, do not see technology as a solution to knowledge mana gement (Stankosky 2005). On the same note, some scholars argue that real knowledge becomes generated and used in the course of externalisation, internalisation and amalgamation, which are outside the sphere of knowledge management technologies (Nonaka Takeuchi 1995). Similarly, Ruggles (1997) bases his argument upon an examination of many corporations and stresses that what counts is the activities that people perform with computers and not the computers themselves. He also stresses the role of users’ inspiration and dedication in IT performance. On the other hand, there are information technology proponents who view technology as the answer to the knowledge management problem. These proponents argue that technology offers the required systems to organise and keep the knowledge. For instance, Olivera (2000) asserts that technology systems play various roles in making data accessible to persons, storing vast amounts of data, offering communication modes, creating records of t ransactions and communications, as well as, computerising activities. Similarly, Stankosky (2005) claims that technology allows people to synchronise the logistics of face to face conferences, and it may also be used to record proficiency of members in an organisation, thus, promoting knowledge sharing and ensuring access to the right personnel. Besides, technology together with its practices and platform principles offers an ideal system for connecting broadly, dispersing persons through a common system and allowing members in an organisation to have easy access to information that is vestiges in memory bins (Tippins Sohi 2003). Regardless of all these arguments, I believe that an efficient knowledge management program necessitates an adjustment in both technology infrastructure and organisational behaviour. While technology facilitates an organisation’s knowledge management processes, it is not the answer to an organisation’s knowledge management requirements. That is to say proficient knowledge management programs necessitate both social and technical skills. Besides, the use of intranets or groupware is not sufficient to provide business performance. Such technologies have to be accepted and operated by humans, incorporated in their work contexts and efficiently employed while getting motivated by the performance results of the business. Most proponents of knowledge management systems concentrate on technology and not how people in organizations obtain distribute and generate new knowledge for the gain of the entire organisation. For instance, Ahmed and Lim (2012) reveal that human aspect of organisational knowledge construction obtains little focus in knowledge management. Proponents of knowledge management systems view technology and systems as vital in an organisation’s capacity to manage knowledge (Ahmed Lim 2012). They see use of intranet technologies as one way that has reduced obstacles to sharing knowledge. Besides, they argu e that Information technology has a vital role in facilitating knowledge transfer processes across many organisations. However, organisations should know that Knowledge management does not just involve setting up new software or modifying a diminutive feature of the business. While this study focuses on the fourth dimension of knowledge management, other dimensions of knowledge management such as learning and culture cannot be ignored, since knowledge management is an integrated topic. The fourth dimension of knowledge relates to learning since it is through learning that humans can be able to operate and share information using technology. Besides, culture relates to the fourth dimension in that it is only through human relationships that use of technology in knowledge management can be possible. Also, Individuals must be flexible and willing to accommodate change In order to embrace the use of new technology. Hence, all dimensions of knowledge management relate to the fourth dimen sion. In conclusion, knowledge management entails sharing knowledge amid people in the organisation, as well as, using technologies and systems to aid the sharing and distribution of knowledge. Failure to acknowledge this fact has caused many incidences of knowledge management systems failure. For instance, some organisations use document management to manage enterprise knowledge without learning how such systems should be used. Also, users who are not familiar with data mining procedures experience difficulties while using reports in fields of research. Hence, systems of knowledge management must offer a method for users to obtain the precise forms of knowledge assets they require to examine without obliging them to know complicated methods of searching. Also, organizations with data mining procedures should offer a method to describe and offer access to general reports to enable users who are not familiar with data mining procedures find and use reports on fields of research. This is because an effective knowledge management system must exploit both technology efficiencies and affluence of human interaction, in order to create a business application that is knowledge-intensive. In other words, knowledge management can only be effective when it involves technology and human integration. Also, technology together with its systems offers an ideal system for connecting broadly dispersed persons through a common system and allowing members in an organisation to have easy access to information. However, knowledge management systems must only contain relevant information. It makes little sense amass lots of knowledge in one area, as this will only make it difficult for such knowledge to be assessed. This is particularly so for organisations, which present lots of information on the intranet, thus creating data accumulation and making it hard for both employees and managers to access information swiftly. This paper further demonstrates that knowledge management is a multidimensional issue that has some elements of interpersonal relations and culture. Hence, while technology and systems offer an ideal system for connecting broadly, an efficient knowledge management program necessitates an adjustment in both technology infrastructure and organisational behaviour. This is because proficient knowledge management programs necessitate both social and technical skills. Lastly, use of technology and systems enhance the competence of management processes in organisations and offer new ways of enhancing the ability of reaction to environmental necessities. Technology systems play various roles including making data accessible to persons, storing vast amounts of data, offering communication modes, creating records of transactions and communications, as well as, computerising activities. References Ahmed, P. Lim, K. 2012, Learning through knowledge management, CRC Press, London. Anand, V., Manz, C., Glick, W. 1998, ‘An organizational memory approa ch to information management’, Academy of Management Journal, vol. 23 no. 4, pp 796–809. Awad, E. 2007, Knowledge management, Pearson Education, Delhi. Barnes, S. 2002, Knowledge management systems : theory and practice, Thomson Learning, South Melbourne. Davis, J., Subrahmanian, E., Westerberg, A. 2005, Knowledge management organizational and technological dimensions, Physica-Verlag Heidelberg :New York. Housel, T. 1999, Knowledge management for the telecommunications industry: strategic analysis report. The Consortium, Chicago. Jashapara, A. 2004, Knowledge management : an integrated approach, Prentice Hall, Harlow. Lee, H Choi, B 2003, ‘Knowledge management enablers, processes, and organizational performance: an integrative view and empirical examination’, Journal of Management Information Systems, vol. 20 no.1, pp 179–228. Maier, R. 2004, Knowledge management systems : information and communication technologies for knowledge management, Spring er, Berlin. Narayanan, V. 2001, Managing technology and innovation for competitive advantage, Prentice-Hall, New Jersey. Nonaka, I. Takeuchi, H. 1995, The knowledge-creating company, Oxford University Press, New York. Olivera, F. 2000, ‘Memory systems in organizations: an empirical investigation of mechanisms for knowledge collection storage and access’, Journal of Knowledge Management, vol. 37 no.6, pp. 811–832. Rollett, H. 2003, Knowledge management: processes and technologies, Kluwer Academic Publishers, Boston. Ruggles, R. L. 1997, Knowledge management tools, Routledge, London. Schwartz, D., Divitini, M., Brasethvik, T. 2000, Internet-based organizational memory and knowledge management, Idea Group, Hershey. Stankosky, M. 2005, Creating the discipline of knowledge management : the latest in university research, Elsevier Butterworth-Heinemann, Amsterdam. Thierauf, R. 1999, Knowledge management systems for business, Quorum Book, Westport. Tippins, M. Sohi, R . 2003, ‘TI competency and firm performance: Is organizational learning a missing link’? Strategic Management Journal, vol. 24 no.8, pp745–761. Tsui, E. 2005, ‘Technology in knowledge management’, Journal of Knowledge Management, vol. 9, pp1367-3270. Wiggins, B. 2000, Effective document management: unlocking corporate knowledge, Gower, England. This essay on The Fourth Knowledge Management Dimension was written and submitted by user Juliet E. to help you with your own studies. You are free to use it for research and reference purposes in order to write your own paper; however, you must cite it accordingly. You can donate your paper here.

Evolution of management theory Essay examples

Evolution of management theory Essay examples Evolution of management theory Essay examples Evolution of Management Theory Some thoughts In the beginning †¦. Parry opines that the earliest amino acids may been formed by volcanic action (Perry, 2011). Businesses need to look for the opportunities when the environment changes. Then in the ‘primordial soup’, gene sequences that replicated themselves more quickly than other flourished [growth can lead to victory]. Suggested research topic: ‘In the post war period why was the Japanese motorcycle industry successful while the English motorcycle industry failed?’ Starting references: Yamamura E., Sonobe T., Otsuka K., (2005), Time path in innovation, imitation, and growth: the case of the motorcycle industry in post was Japan, Journal of Evolutionary Economics 15: 169-186 Wexel F. C., van Witteloostuijn A., (2005), From Scooters to Choppers: Product Portfolio Change and Organizational Failure: Evidence from the UK Motorcycle Industry 1895 to 1993, Journal of Long range Planning 11.001 Dinosaurs Then the dinosaurs ruled the earth [Size matters]. Not much management theory yet †¦ Dinosaurs ruled the earth for 120 million years. We have so far managed 2 million years. They have been much more successful than us. Suggested research topic: ‘Why did the dinosaur era last so long?’ Starting references: Brusatte S. L., Benton M. J., Ruta M., Lloyd G. T., (2008), The first 50 Myr of dinosaur evolution: macroevolutionary pattern and morphological disparity, biology letters December vol. 4 no. 6 733-736 Cooper R. G., Edgett S. J., Kleinschmidt E. J., (2002), Portfolio Management For New Products, Perseus Publishing, Second Edition Then we had some global cooling, or was it a big bang and the dinosaurs disappeared and the little furry creatures - our ancestors - began their long march. Our furry cousins hunt in gangs. So do we. [Many successful businesses have a team or gang culture] Suggested research topics ‘Teams (gangs) at Work’. Starting references: Warner M., (2013), The Sociology of the Workplace, Routledge Library Editions: Organizations Roman Empire Let us jump forward to the Roman Empire. This ran on procedure manuals developed over hundreds of years. Roman Army Formations The Romans used a variety of battle formations depending on the situation. For an open field conflict, the Romans would place their infantry in the middle with auxiliaries on the right and left sides. Cohorts of calvary formed the rear flanks, and there would be a large reserve of infantry men behind the main force. Another formation was known as the pig's head. The infantry was placed into a wedge-shaped formation and would push into the enemy with a wall of shields. When surrounded, the Romans formed a square formation with interlocking shields. When laying siege to a fort, they used a formation called the tortoise. The soldiers in front and sides interlocked their shields. The soldiers in the back lines placed their shields over their heads to form a protective "shell" over top of the men. "It was so strong that (in training) a chariot could be driven over the top!" (Williams 2003, pg 28). Here are seven specific instructions by Vegetius regarding the layout before battle: 1 On level ground the force is drawn up with a centre, two wings and reserves in the rear. The wings and reserves must be strong enough to prevent any enveloping or outflanking manoeuvre. 2 An oblique battle line with the left wing held back in a defensive position while the right advances to turn the opponent's left flank. Opposition to this move is to strengthen your left wing with cavalry and reserves, but if both sides are successful the battle front would tend to move in an anti-clockwise direction, the effect of which would vary with the nature of the ground. With this in mind it is as well to attempt to stabilize the left wing with the protection of rough or impenetrable ground, while the right wing should