Knowledge is an essential tool for an individual inorder to record success in any field.Knowledge can be acquired by involving processes like learning,reasoning and commmunication.It can be defined as......
(1) The skills acquired by an individual through education or by experience.
(2)Awareness gained by a person through experience of a fact or situation.
Knowledge management is a formal process that promotes the applicatiuon of existing knowledge.Knowledge management is not only related to managing the knowledge assets but managing the processes that act upon the assets. These processes include: developing knowledge; preserving knowledge; using knowledge, and sharing knowledge.knowledge management is an important and essential term in the field of management
Penrose, a scholar recognized the role of knowledge in business organisations and he saw acquisition of knowledge as a social learning process: This increase in knowledge not only causes the productive opportunity of a firm to change in ways unrelated to changes in the environment, but also contributes to the ‘‘uniqueness’’ of the opportunity of each individual firm (Penrose, 1959).Business organisations have an interest in using both the business knowledge which is owned by the organisation and personal knowledge of their employees...(drucker 1993)
There are two changes in the concept of KM technologies. First, due to advancements in open standards, these technologies have become less platform dependent and they have become interoperable. As a result of this, many of these technologies are now componentized and can be embedded seamlessly into other enterprise applications. For example, a search engine can be incorporated as part of an e-collaboration suite. A portal provides a document management component. The second change in KM technologies is the bundling of the market offerings by the vendors of commercial KM technologies. KM solutionswhich are available in the marketplace today are nothing but the collection of complementary technologies that aim at execution of a specific process (e.g. collaborative product development), a solution (e.g. problem resolution and service support by a contact center) or a particular industry (e.g. wealth management portal in financial services). This change is brought about by the consolidation of vendors in the market as well as the realization that embedding knowledge in processes is a critical success factor in nearly all KM initiatives (Eppler et al., 1999; Seely, 2002)
KM technologies move towards the three generalizations in the upcoming years. There can be three generalizations. Firstly, there will be enormous focus on business process management (BPM), we should expect an increasing alignment of KM technologies/solutions with process management tools. When a process is initiated the location of the information which is useful,stakeholders (e.g. subject matter experts, sponsor, partners etc.)and re-usable assets must be made automatic (Lewis, 2002). Furthermore, business processes will become less and less structured in the future, they may only last a few weeks, spread across organizations, and users will be given powerful tools to create, adjust and dismantle their processes (Seely, 2002). Secondly, there is the emergence of personal networks in the society. These personal networks manifest in the form of personal knowledge grids (where an individual can coordinate an array of resources to support the capturing and sharing of knowledge at the personal level), social networks (which there are already abundant tools to help identify the concentration and flow of knowledge), and personal applications (software applications developed/selected by an individual to support his/her daily work tasks yet these applications can also operate independently as well as in conjunction with enterprise KM applications) (Tsui, 2002). Third, KM will become more and more “on-demand” (or “just-in-time”). Large-scale long-term KM programs still exist but, at the same time, organizations realize that they need to become more agile and adaptive in order to capitalize on strategic opportunities (Lewis, 2002; Morey, 2001; Davenport and Glaser, 2002; Snowden, 2002; Snowden, 2003).
URL:
http://www.emeraldinsight.com/10.1108/13673270510584198
No comments:
Post a Comment