Knowledge management 2 (basic ideas)
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This document discusses knowledge management (KM) as a multidisciplined process aimed at capturing, sharing, and utilizing organizational knowledge to achieve objectives. It distinguishes between tacit and explicit knowledge, emphasizing that knowledge drives innovation and competitive advantage. The document also outlines the transformation of data into information and then knowledge, reinforcing the importance of these processes for organizational learning and longevity.
Knowledge management 2 (basic ideas)
- 1. Part 2. Basic ideas & principles about knowledge management david.vallat@univ-lyon1.fr
- 2. Part 2. Contents Definition Objectives and benefits Knowledge is… Tacit vs explicit Knowledge Universal vs Experiential Knowledge david.vallat@univ-lyon1.fr
- 3. Definition « Knowledge management (KM) is the process of capturing, developing, sharing, and effectively using organisational knowledge » http://en.wikipedia.org/wiki/Knowledge_management Knowledge Management (KM) refers to a multidisciplined approach to achieving organizational objectives by making the best use of knowledge. KM focuses on processes such as acquiring, creating and sharing knowledge and the cultural and technical foundations that support them. david.vallat@univ-lyon1.fr
- 4. History - 1991 (I. Nonaka): http://hbr.org/2007/07/theknowledge-creating-company/es - 1999: personal KM - 2006: KM and enterprise 2.0 (A. McAfee) david.vallat@univ-lyon1.fr
- 5. Objectives and Benefits (1) Knowledge management can be seen as an integrated approach to achieving organisational goals by placing particular focus on "knowledge", now widely considered as the new factor of production. Knowledge management supports and coordinates the creation, transfer and application of individual knowledge in value creation processes. Individual learning => organisational learning david.vallat@univ-lyon1.fr
- 6. Objectives and Benefits (2) Knowledge is the basis for innovation Innovation is the driving force behind long term competitive advantage Competitive advantage ensures corporate longevity So… david.vallat@univ-lyon1.fr
- 16. Types of Knowledge: Tacit vs Explicit (1) Michael POLANYI, The Tacit Dimension, University of Chicago Press, 1966. “we can know more than we can tell.” Tacit knowledge can be distinguished from explicit knowledge in three major areas Transferring knowledge Methods for acquisition Potential of aggregation and modes of appropriation 1991 (I. Nonaka): http://hbr.org/2007/07/the-knowledgecreating-company/es http://en.wikipedia.org/wiki/Tacit_knowledge david.vallat@univ-lyon1.fr
- 17. Types of Knowledge: Tacit vs Explicit (2) Why distinguishing Tacit vs Explicit? NONAKA, Ikujiro; TAKEUCHI, Hirotaka (1995). The knowledge creating company: how Japanese companies create the dynamics of innovation. New York: Oxford University Press. p. 284 => SECI Model david.vallat@univ-lyon1.fr
- 18. Types of Knowledge: S.E.C.I. Model david.vallat@univ-lyon1.fr
- 19. Universal vs Experiential Knowledge david.vallat@univ-lyon1.fr Action science to close the gap: http://en.wikipedia.org/wiki/Chris_Argyris
- 20. A basic model of KM david.vallat@univ-lyon1.fr
- 21. Data/Information/Know ledge DATA is a set of objective facts about events Data as an abstract concept can be viewed as the lowest level of abstraction, from which information and then knowledge are derived. INFORMATION is a message As with any message, it has a sender and a receiver. Information is meant to change the way the receiver perceives some-thing, to have an impact on his judgment and behavior. It is data that makes a difference. david.vallat@univ-lyon1.fr
- 22. Data/Information/Know ledge (2) DATA => INFORMATION We transform data into information by adding value in various ways: Contextualizing Categorizing Calculating Correcting Condensing david.vallat@univ-lyon1.fr
- 23. Data/Information/Know ledge (3) Information becomes knowledge, through: Comparison Consequences Connections Conversation Knowledge is meant for action A strong link between knowledge and experience david.vallat@univ-lyon1.fr
- 24. Recommended Reading (Part 2) OVERALL - Davenport, T. & Prusak, L. (1998), Working Knowledge: How Organizations manage what they know, Boston: Harvard Business Review Press, 240 p. TACIT/EXPLICIT - Nonaka, I. / Takeuchi H. (1995): The Knowledge creating company. How Japanese Companies create the Dynamics of Innovation; New York: Oxford University Press - Michael POLANYI (1966), The Tacit Dimension, University of Chicago Press. KNOWLEDGE AS A COMPETITIVE ADVANTAGE - http://www3.weforum.org/docs/WEF_GCR_Report_2011-12.pdf - http://reports.weforum.org/global-competitiveness-report-2012-2013/ david.vallat@univ-lyon1.fr