All entries for Friday 04 June 2010
June 04, 2010
There is a wide range of conversation to transfer tacit knowledge to others. According to Ikujiro Nonaka who develops organizational knowledge and recommends that tacit knowledge is the vital role in continuous innovation. Organization can create knowledge by using tacit and explicit knowledge in the continuous dialogue. The conversation of knowledge can be happend through the four phase. Firstly, "socialization" is a process in which new tacit knowledge is formed from the old tacit knowledge. Secondly, "externalization" is a process in which new explicit knowledge is formed from the new tacit knowledge. Thirdly, "combination" a process in which new tacit knowledge is formed from the old explicit knowledge and finally " internalization" a process in which new knowledge is formed from the new explicit knowledge. Knowledge creation process is described as a spiral that deal with the individual, small group, organization through interorganization level.
We found that, new knowledge can be occured every place and every situation. People take a great significant role to create new knowledge via the continuous dialogue. Thus, organization should to create the knowledge environment within company to support and enrich new knowledge.
In recent years, many organizations devote to understanding and focusing on the role of knowledge management in conferring about competitive advantage. To manage the intellectual capacity of organization, knowledge management is seen as the process for managing it. Therefore, the capacity of productive and economic of organizations relies more on the service and intellectual capacity than hard assets. Either public or private sector is increasingly recognized that the organizational performance depends on the knowledge of employee and how they apply that knowledge to their structure of organization. As the strategic management, organization has emphasized on the comprehension of " what" a company currently knows. "What" is needed to know for competitive while "How" should be align with the organization capabilities. The knowledge acquisition, integrated and dissemination has been argued that it should be a dynamic process that also span the boundary of firms. Many forms of relationship wherther alliances and partnerships are prescribed as the effective choice for leveraging, gaining or developing new resources and competencies. Apart from that, information technology or IT perspective focus the development of infrastructure for a knowledge based organization since IT help organization better capture, storage, retrieval or even sharing document knowledge. After examine the role of knowledge in supporting the competitive adavantage, the uniques of knowledge set is seen as determining the extent to which competitive advantage can be sustained. The key question which organization should focus on to utilize knowledge for creating and sustenance competitive advantage is organization should understand which activities or resourcs organization should focus on for developing capabilities.
In the reality, managing the knowledge within organization, it should not consider only IT perspective to support knowledge management but also regconize people or employee to create and innovation things and relationship with partnerships or alliance for gaining the new competencies to organization. Organization should set the unique knowledge within organization by determining what resources and activities which company should emphasize for developing competency. Thus, utilize knowledge as the competitive advantage should be done as the process to obtain knowledge acquisition, integrate and dissemination.