Increasingly, companies have started to recognise that with the transition from the industrial age to the knowledge era they are being forced to develop knowledge management strategies and tools to remain competitive. However, it is difficult to identify viable knowledge strategies and guidelines for the implementation of knowledge management. Research showing how employees view knowledge management and how they evaluate the implementation process are scarce.
The report attempts to translate the theoretical findings of the literature review into the practical realities of the implementation process. It examines the basic framework of knowledge management. Questions such as: ‘Where does knowledge management come from?’ ‘Why did it evolve?’ and ‘How can it be defined?’ are answered before the implementation process is examined in more detailed. Finally, the critical analysis highlights common pitfalls and weaknesses of knowledge management. Based on these findings the most important success factors are identified.
The main objective of the report was to make knowledge management tangible.
Table of Contents
1. INTRODUCTION
2. LITERATURE REVIEW
2.1 HISTORY OF KNOWLEDGE MANAGEMENT
2.1.1 INTRODUCTION
2.1.2 LEARNING ORGANISATION
2.1.3 INFORMATION TECHNOLOGY
2.1.4 CHANGING BUSINESS ENVIRONMENT
2.1.5 INCREASED AWARENESS OF THE VALUE OF HUMAN CAPITAL
2.1.6 SUMMARY
2.2 FAD OR REVOLUTION?
2.3 CLARIFICATION OF THE TERMINOLOGY
2.3.1 INTRODUCTION
2.3.2 WHAT IS ‘KNOWLEDGE’?
2.3.2.1 DISTINCTION BETWEEN DATA, INFORMATION AND KNOWLEDGE
2.3.2.2 EXPLICIT AND TACIT KNOWLEDGE
2.3.3 WHAT IS ‘KNOWLEDGE MANAGEMENT’?
2.3.3.1 THE THREE DIMENSIONS OF KNOWLEDGE MANAGEMENT
2.3.3.2 SUMMARY AND A WORKING DEFINITION OF KNOWLEDGE MANAGEMENT
2.4 HOW DO YOU IMPLEMENT KNOWLEDGE MANAGEMENT?
2.4.1 WHY COMPANIES CHOOSE KNOWLEDGE MANAGEMENT
2.4.2 MAIN STEPS IN THE IMPLEMENTATION PROCESS
2.4.2.1 CODIFICATION AND PERSONALISATION STRATEGY
2.4.2.1 STAGES IN THE IMPLEMENTATION PROCESS
2.5 CRITICAL ANALYSIS
2.5.1 COMMON PITFALLS
2.5.2 GENERAL CRITICISM
2.6 SUCCESS FACTORS
3. APPENDICES
3.1 APPENDIX 1: CLASSIFICATION OF DEFINITIONS
Research Objectives and Themes
The primary objective of this report is to make the concept of knowledge management tangible by translating theoretical literature findings into practical implementation strategies. It explores why companies are shifting towards knowledge-based management in response to the transition from the industrial age to the knowledge era, while addressing the difficulties of defining and implementing such strategies effectively.
- The historical evolution and drivers of knowledge management (e.g., learning organizations, IT, human capital).
- A clarification of core terminology, specifically the distinction between data, information, and knowledge.
- Strategic implementation approaches, notably the differentiation between codification and personalization strategies.
- Critical analysis of common implementation pitfalls, such as cultural barriers and the overestimation of technology.
- Identification of critical success factors, focusing on organizational culture, management style, and strategic alignment.
Excerpt from the Book
2.3.2.1 DISTINCTION BETWEEN DATA, INFORMATION AND KNOWLEDGE
The easiest way to begin, is to clarify the relationship between data, information and knowledge. On this question the authors agree to a broad extent. Davenport and Prusak (1998) stress, that data, information and knowledge are not interchangeable concepts. It is vital for a company to know which of these they need, which they already have, and how each of them can be used. According to Cope’s (1998) findings, data is raw and unprocessed material, for example, sales figures generated by computer systems. If this data has been reworked by a person for specific purposes, it can be transformed to information, as in the example mentioned above sales figures can be transformed into information about changes in sales per month, per product, per region and so on.
As Drucker (1988) remarks this process of converting data into information already requires knowledge. This is correct to a certain extent, particularly when data is too complex to gain any information without specific knowledge of the subject. Then intervention of a person is needed. Knowledge according to Cope (1998) however, is more than a facilitator to obtain information from data. Knowledge is the full utilisation of information and data. From information on sales figures a person can gain knowledge on trends, find reasons for changes and formulate actions which need to be taken. This process transforming data and information to knowledge needs to be coupled with the potential of people’s skills, competencies, ideas, intuitions, commitments and motivations (Grey as cited in Newman 1998). It is stored in the individual brain and might then be embedded in documents, products and services.
Summary of Chapters
1. INTRODUCTION: This chapter outlines the transition toward a knowledge era and defines the report's objective to provide a practical framework for knowledge management.
2. LITERATURE REVIEW: This extensive chapter covers the historical drivers, terminology, implementation strategies, critical analysis, and success factors of knowledge management.
3. APPENDICES: This section provides a supplementary classification table of various academic definitions of knowledge management.
Keywords
Knowledge Management, Learning Organisation, Information Technology, Human Capital, Codification, Personalisation, Organizational Culture, Intangible Assets, Knowledge Sharing, Implementation Process, Tacit Knowledge, Explicit Knowledge, Success Factors, Competitive Advantage.
Frequently Asked Questions
What is the core focus of this research paper?
The paper examines the main aspects of knowledge management, analyzing its historical development and providing a framework to help companies implement effective strategies to remain competitive.
Which key topics does the work cover?
Central themes include the definition of knowledge vs. data, the "codification" vs. "personalization" implementation strategies, and the critical importance of organizational culture and human factors in knowledge sharing.
What is the primary objective of this report?
The main objective is to make knowledge management "tangible" by bridging the gap between abstract theoretical concepts and the practical realities of organizational implementation.
What scientific methodology is applied?
The paper conducts a comprehensive literature review, synthesizing findings from various academic authors and management experts to develop a clear understanding of the subject and its implementation phases.
What does the main body address?
The main body systematically explores the history of the discipline, clarifies complex terminology, details implementation steps, analyzes common pitfalls, and identifies vital success factors for knowledge initiatives.
Which keywords characterize this paper?
Key terms include Knowledge Management, Learning Organisation, Organizational Culture, Codification, Personalisation, and Human Capital.
What is the "K factor" mentioned in the text?
The K factor is a metric developed by Pederson (1998) that measures the number of employees in their first or last year of employment as a percentage of the total population, highlighting risks associated with high staff turnover and loss of knowledge.
Why does the author argue that technology is not the primary driver?
The author argues that while IT provides enabling tools, knowledge management is ultimately driven by culture; without a collaborative, trusting environment, technology alone will lead to information overload rather than knowledge sharing.
- Quote paper
- Susanne Schneider (Author), 1999, Knowledge Management - Why Companies choose Knowledge Management, Munich, GRIN Verlag, https://www.grin.com/document/185318
