Knowledge Management in Organizations

Knowledge Management in Organizations

Case study for Knowledge Management and Engineering, MSc Software Engineering and Enterprise Information Systems, Technical University of Lisbon

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Adriano Martins

April 06, 2011
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  1. Knowledge Management in organizations Knowledge Management and Engineering 70729 Adriano

    Martins
  2. KNOWLEDGE MANAGEMENT • Knowledge Sharing Proficiencies • Business Processes Redesign

    • Organizational Learning
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  6. KNOWLEDGE SHARING PROFICIENCIES • Attribute that allows the creation of

    knowledge to take place through exchange of ideas. • Challenge: Manage Knowledge Sharing Proficiencies • How: Analyzing the Knowledge Sharing Culture • Goal: More productivity and Effectiveness
  7. Knowledge Sharing Effectiveness Inventory ❖25 Questions ❖Assess how well an

    organization is learning and applying knowledge ❖Divided in 4 parts: ✤ Communication Flow ✤ Knowledge Management Environment ✤ Organization Facilitation ✤ Measurement
  8. Knowledge Sharing Effectiveness Inventory ❖Classification ⃤A: Very good sharing culture

    ⃤B: Good sharing culture ⃤C: Not sufficient sharing culture ⃤D/F: Not good sharing culture
  9. • “Motivate and Reward” systems complicated to apply • Hierarchy

    and bureaucracy are drawbacks • Reluctancy to knowledge sharing
  10. BUSINESS PROCESS REDESIGN !Specific ordering of work activities with clearly

    defined inputs and outputs !Rich source of rich knowledge !Challenge: Develop means to analyze, synthesize and create knowledge from the business activities and redesign the processes of the organization
  11. STRATEGY !Analyze and Synthesize !Connect, Collect and Create !Personalize

  12. HUMAN CAPITAL • Stock of competences, knowledge and personality attributes

    embodied in the ability to perform labor so as to produce economic value • Leverage Business Processes
  13. HUMAN CAPITAL • Management strategies as transfers of knowledge: -

    Individual to Enterprise - Enterprise to Individual - Multiple individuals and the organization
  14. ORGANIZATIONAL LEARNING

  15. ORGANIZATIONAL LEARNING • capacity of the organization to acquire the

    knowledge necessary to survive and compete in its environment • maximizes their combined capacity and ability to understand and take effective action
  16. ORGANIZATIONAL LEARNING • Single-loop • mistakes are detected and corrected

    • carry on with their present policies and goals • Double-loop • questioning and modification of existing procedures, policies, and objectives. • changing the organization’s knowledge base, competencies or routines. • Deutero-learning • carry out single-loop and double-loop learning. change acceptance how and why how and why
  17. KNOWLEDGE MANAGEMENT AND ORGANIZATIONAL LEARNING • Common Ground • Structure

    • Strategy • Technology • Leadership • Environment
  18. KNOWLEDGE MANAGEMENT AND ORGANIZATIONAL LEARNING • Intersection • Individual Learning

    and Knowledge Management • Learning and Communities of Practice • Learning and Systems Thinking • Learning and Flow
  19. KNOWLEDGE MANAGEMENT AND ORGANIZATIONAL LEARNING Learning Continuum • absence of

    learning diminishes the awareness of the need to change • increased learning brings increased vulnerability changing environment
  20. BOTTOM OF THE LINE “The time will come when the

    information created from a financial transaction will be more valuable than the execution of the actual transaction itself” electronic banking pioneer and Citibank Chairman, Walter Wriston
  21. Isn’t Knowledge Delicious? Knowledge Management in organizations Knowledge Management and

    Engineering 70729 Adriano Martins