All 5 entries tagged Km
January 18, 2007
UML for Developing Knowledge Management Systems Anthonoy J. RhemP60
The following are some aspects about capturing tacit knowledge and about the experts that we seek out for this knowledge within the organization:
- Knowledge developers should focus on how experts approach a problem by loking beyond the facts or the heuristics.
- When modeling the tacit knowledge, reevaluate how well knowledge developers understand the problem domain and how accurately they are modeling it.
- Understand the qualifications of a good domain expert:
- Peers regard expert’s decisions as good decisions.
- Every time there is a problem, the expert is consulted.
- Expert sticks to the facts and works with a focus.
- Expert has a knack for explaining things.
- Expert exhibits an exceptional quality in explanations.
- Expert knows when to follow hunches and sees the big picture.
- Expert possesses good communication skills and thinks creatively.
- Expert maintains credibility.
- Expert operates within a schema-driven orientation.
- Expert uses chunked knowledge.
- Expert generates motivation and enthusiasm.
- Expert shares expertise willingly.
January 17, 2007
“*Handbook on Knowledge Management 1”
Enterprise-wide knowledge-base can capture and replay information about project progress, but can also be set up to capture information about others, such as customers, suppliers, competitors. Published sources can be searched automatically for related materials, such as the global economy or new technologies, which can then be added to the corporate database.
- P63. Organizational Assets:
A model with three classes of organizational assets: tangible balance sheet items, intangible items such as goodwill and brand value which can be shown on the balance sheet, and those intangible items such as employees’ skills that cannot be captured and concretized.
- P66 What is knowledge management.
- p57-70 Knowledge Field
- KM and IT
- KM and Organizational Assets
- KM and Organizational Power
- KM and Consciousness and Culture
a good and simple case of the power (intangible assets) of knowledge: the first copy of Windows NT.
- a good and simple case of the power of knowledge management: the first copy of windows and the following series of windows versions.
- a good and simple case of the external knowledge: The following improvement of windows.
- the multi-platform IDE such as .Net Framework (learn from JAVA)
- the free use of .Net IDE software (free IDE , Linux, etc. )
Another case study of KM
Competition tends to take place via the introduction of new goods rather than by competing on price in existing goods.
- P79 Why in external knowledge the price is high: Because:
If you want to get people to discover extremely valuable concepts like vaccines, you would like to offer them really high price for their discovery. This creates an incentive to do the work necessary to make the discovery. So, in this world of knowledge and recipes, there is always an unavoidable tension between wanting to have low prices after the fact, so a knowledge-good can be distributed widely, and wanting to promise strong property rights and monopoly protections in advance, as an incentive and motivation for discovery.
- Most knowledge is in the heads of experts (tacit knowledge).
- The experts have vast amounts of knowledge and do not realize all that they know, which makes it difficult to describe and capture.
- The experts are usually too busy to enable someone to gain from their knowledge.
- There are usually multiple experts in a particular doman, which makes it difficult to validate the knowledge captured.
- Knowledge has an expiration date: knowledge about a certain domain may become obsolete over time as new techniques are discovered or technology is developed.
January 13, 2007
Handbook on Knowledge Management 1 (Clyde W.Hosapple)
resource_based approaches regard privately held knowledge as a basic source of competitive advantage.
The resource – also referred to as core or distinctive competence – must demonstrate four characteristics: it must be valuable, imperfectly imitable, rare among competitors, and have few strategically equivalent substitutes.
The resource-base approach therefore implies that not all knowledge is equally valuable. Resource that can freely be purchased and trade in the market are limitted in their ability to serve as a source of competitive advantage.
The definitions of knowledge work:
- The nature of the knowledge the workers possess
- The nature of the knowledge they produce
For instance, by using the concept in an inclusive way and viewing everyone in the corporation as a knowledge worker, the corporation communities to all its workers that their knowledge is valued. In the academic setting, the knowledge work category can be used to facilitate reflection and self-examination on the part of knowledge workers who read the research about knowledge workers who are engaged in occupations other than their own.
Below is a video describe Knowledge Management in technical way. (Knowledge Integration by Information Systems)
managers, consultants, economists, business school academicsKM help pull together ideas about: corporate culture, networking, trust, social capital, matters about which we have become even more conscious following the terrorist attacks and the shocks to our social and economic system.
personal values V.S. organizational objectives.
national values V.S. global objectives
85% of the global 1000 companies are now ‘doing knowledge projects’ (Prusak, 2000) P60.
January 04, 2007
Writing about web page http://www.cio.com
After read the article of “The ABCs f KM” in CIO.com website, you will get an overview of KM from the experts.
Knowledge-based assets or so called intellectual assets can be separate into 2 categories: explicit or tacit. Tacit knowledge is harder to collect. The process of grasp tacit knowledge is : recognize, generate, share and manage it.
Shadowing and joint-problem solving are two best practices for transferring or recreating tacit knowledge inside an organization.
KN program can help a company a lot, such as the article mentioned, it can foster innovation, improve customer service, boost revenues, enhance employee retention rates, streamline operations and reduce costs, etc.
The article also give a general idea of how to propose a KM project to a company. The point of a KM program is to identify and disseminate knowledge gems from a sea of information.
There’re some tools in technical way to support KM: knowledge repositories, expertise access tools, e-learning applications, discussion and chat technologies, synchronous interaction tools, and search and data mining tools.
SNA is also been mentioned in this articles, SNA provides a clear picture of the way that far flung employees and divisions work together and can help identify key experts in the organization who possess the knowledge needed to. SNA can be implemented to identify how knowledge flows through its organizations, who holds influence, who gives the best advice and how employees share information. All these means SNA can help companies identify key leaders and then set up mechanism (CoP for example) so that those leaders can pass on their knowledge to colleagues.