Chapter 11 managing knowledge MIS
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This document discusses knowledge management and different types of knowledge management systems. It defines key terms like data, information, knowledge, wisdom, tacit knowledge and explicit knowledge. It describes knowledge as a firm asset and discusses how knowledge has different forms, locations and is situational. It outlines the knowledge management value chain and types of knowledge management systems including enterprise-wide systems, knowledge work systems and intelligent techniques. Specific examples of enterprise content management systems, knowledge network systems, collaboration tools, and learning management systems are provided. Requirements and examples of knowledge work systems for knowledge workers are also summarized.
Chapter 11 managing knowledge MIS
- 1. DDC3013/3473 Topik 8 1 CHAP 11 : MANAGING KNOWLEDGE 11.1 THE KNOWLEDGE MANAGEMENT LANDSCAPE • Knowledgemanagementsystemsamongfastestgrowingareasof software investment • Informationeconomy – 55% U.S. laborforce:knowledgeandinformationworkers – 60% U.S. GDP fromknowledge andinformationsectors • Substantial partof a firm’sstockmarketvalue isrelatedtointangible assets:knowledge, brands,reputations,andunique businessprocesses 11.1.1 Important DimensionsofKnowledge Data- streamsof raw facts,representingevents occuringinorganizationsorthe physical environment. Information – data that have beenshapedintoaformthat is meaningfuland useful tohumanbeings. Knowledge – concepts, experience, and insight that provide a framework for creating, evaluating and using information. Wisdom – Collective and individual experience of applying knowledge to the solution of problems. Wisdom involves where, when and how to apply knowledge. Tacit knowledge- knowledge resides in the minds of employees that have not been documented. ExplicitKnowledge- knowledgeresidesinthe mindsof employees thathave been documented. a. Knowledge IsA FirmAsset Intangible Creationof knowledgefromdata,information, requiresorganizational resources As itis shared,experiencesnetworkeffects b. Knowledge Has DifferentForms May be explicit(documented) ortacit(residinginminds) Know-how,craft,skill How to followprocedure Knowingwhythingshappen(causality) c. Knowledge Has A Location Cognitive event Both social andindividual “Sticky”(hardto move),situated(enmeshedinfirm’sculture),contextual (works onlyincertainsituations)
- 2. DDC3013/3473 Topik 8 2 d. Knowledge IsSituational Conditional:Knowingwhentoapplyprocedure Contextual:Knowingcircumstancestouse certaintool 11.1.1.1 Organizational LearningandKnowledgeManagement Organizationscreate andgatherknowledgeusing a variety of organizational learningmechanisms.Throughcollection of a data, careful measurement of planned activities, trial and error, and feedback from customers and the environment in general, organizations gain experience. Organizational Learning- Organizationalthatlearntoadjusttheirbehaviorby creating new business processes and by changing patterns of management decision making. 11.1.2 TheKnowledgeManagementValueChain Knowledgemanagement refers to the set of business processes developed in an organization to create, store, transfer and apply knowledge. Knowledgemanagementincreasesthe abilityof the organization to learn from its environment and to incorporate knowledge into its business processes. Five value-adding steps in knowledge management value chain a. Knowledge Acquisition o From corporate repositoriesof document,reports,presentations, email, and best practices. o Discovering patterns in corporate data or by using knowledge workstations where engineers can discover new knowledge. o Tracking data from TPS (sales, payments, inventory, customers, and other vital data) and external sources(newsfeeds,industry reports, legal opinions, scientific research, and government statistics). b. Knowledge Storage o Knowledge storage generally involves the creation of database. o Document Management Systems – digitize, index, and tag documents accordingly to a coherent framework. o Role of management: o Support development of planned knowledge storage systems o Encourage development of corporate-wide schemas for indexing documents o Reward employees for taking time to update and store documents properly
- 3. DDC3013/3473 Topik 8 3 c. Knowledge Dissemination o Portals,email,instantmessaging,wikis, social networks, and search engines technologyhave addedtoanexistingarrayof collaborationtechnologies and office systems for sharing calendars, documents, data and graphics. d. Knowledge Application o To provide return on investment, organizational knowledge must become systematic part of management decision making and become situated in decision-support systems. o Knowledge that is not shared and applied to the practical problems facing firms and managers does not add business value. e. Building Organization and Management Capital o Developnew organizational roles and responsibilities for the acquisition of knowledge, including the creation of chief knowledge officer executive positions,dedicated staff positions (knowledge managers), and community of practice (COPs). o Community Of Practice (COPs) Informal social networksof professionalsand employees within and outside firm who have similar work-related activities and interests Activitiesincludeeducation,onlinenewsletters,sharingexperiences and techniques Facilitate reuse of knowledge, discussion Reduce learning curves of new employees 11.1.3 Typesof knowledgeManagementSystems a. Enterprise-wide knowledge managementsystems b. Knowledgeworksystems(KWS) c. IntelligentTechniques
- 4. DDC3013/3473 Topik 8 4 11.2 ENTERPRISE-WIDE KNOWLEDGE MANAGEMENT SYSTEMS Organizations must deal with at least three kinds of knowledge. o Structured knowledge isexplicitknowledgethat exists in formal documents, as well as in formal rules that organization derive by observing experts and their decision making behaviors. o Semistructured such as email, voice mail, chat room exchanges, videos, digital pictures,brochuresorbulletinpostings. 80% of an organization’sbusiness content is semi structured or unstructured o No formal or digital informationof any kindandthe knowledge resides in the heads of employees. a. Enterprise Content Management Systems o Enterprise contentmanagement systems help organizations manage structured and semistructured of information. They have capabilities for knowledge capture, storage,retrieval,distributionandpreservationtohelpfirms improve their business process and decisions. b. Knowledge Network Systems o Also known as expertise location and management systems, address the problem that arise when the appropriate knowledge is not in the form of a digital document but instead resides in the memory of expert individuals in the firm. o Provide online directory of corporate experts in well-defined knowledge domains o Use communicationtechnologies to make it easy for employees to find appropriate expert in a company c. Collaboration Tools and Learning Management Systems o The major enterprise content management systems include powerful portal and collaboration technologies. o Enterprise knowledgeportalscanprovide access to external sources of information, such as newsfeedsandresearch,aswell asinternal knowledge resources along with the capabilities for email, chat/instant messaging, discussion groups and video conferencing. o Learning Management Systems Provide toolsformanagement,delivery,tracking,and assessment of various types of employee learning and training Supportmultiple modesof learning.Example : CD-ROM, Web-based classes, online forums, live instruction, etc.
- 5. DDC3013/3473 Topik 8 5 11.3 KNOWLEDGE WORK SYSTEMS 11.3.1 KnowledgeWorkersandKnowledgeWork Knowledge workers- include researchers, designers, architects, scientists, and engineerswhoprimarilycreate knowledge and information for the organization. Knowledge workers usually have high levels of education and memberships in professionalorganizationsandare oftenaskedtoexercise independentjudgment as a routine aspect of their work. Knowledgeworkerscreate new productsorfindwaysof improving existing ones. Knowledge workers perform three key roles that are critical to the organization and to the managers who work within the organization: i. Keepthe organizationcurrentinknowledge asitdevelopsinthe external world-in technology, science, social thought and the arts. ii. Savingas internal consultantsregardingthe areasof theirknowledge,the changes taking place, and opportunities. iii. Acting as change agents, evaluating, initiating, and promoting change projects. 11.3.2 Requirements ofKnowledgeWorkSystems i. Most knowledge workers rely on office systems, such as word processors, voice mail, email, videoconferencing, and scheduling systems, which are designed to increase worker productivity in the office. ii. Require highlyspecializedknowledge work systems with powerful graphics, analytical tools, and communications and document management capabilities. iii. Knowledge workers are highly paid-wasting a knowledge worker’s time is simply too expensive. 11.3.3 ExamplesofKnowledgeWorkSystems a. ComputerAidedDesign(CAD) CAD automatesthe creationandreversionof designs,usingcomputersand sophisticatedgraphicssoftware. b. Virtual RealitySystems Simulate real-life environments 3-D medical modelingforsurgeons Augmentedreality(AR) systems-relatedtechnologyforenhancingvisualization VRML- setof specificationsforinteractive,3-dmodelingonthe WorldWide Web that can organizedmultiple mediatypes,includinganimation,images,andaudio to put usersina simulationreal-worldenvironment.