Knowledge is crucial in everyday task. For carrying out any task or work, the knowledge can be reused by adopting the previous knowledge into the new circumstances. The primary purpose of knowledge management is to make the knowledge usable by sharing it with more than one individual or for the entire organization. It is the knowledge that helps in holding the organization together as per the new knowledge based views. The knowledge management has been in existence for a long time and the method of making the knowledge available to the other individuals has evolved over time. Knowledge is recognized as the only factor that contributes to the competitive advantages for the companies (Alavi & Leidner, 2001). The aim of writing this report is to discuss the aspects such as knowledge management tools and knowledge management techniques, the knowledge management processes and models and the learning in the organization as per the knowledge sharing and trust, new knowledge creation, work innovation, etc.
The company has realized to get advantages from knowledge and they must consider in improving the knowledge effectively. The process of managing the knowledge in the organization is known as knowledge management and there are some perspectives associated with how the knowledge management should be employed in the companies. There are some of the perspectives with a different outlook in comprehending what the knowledge management is. The knowledge is managed and developed in the organization according to the standardized and universal rules and is derived from the perspective of database information systems and knowledge structures. The other perspective focuses on the information flow among the self managing groups and the third perspective believe the knowledge management as the association between conceptual resources, physical resources, and organizational and social processes (Souza, et al., 2016).
Knowledge management is a complex problem which cannot be dealt only with the IT. Knowledge Management is considered as an area for the multidisciplinary study of organizational learning and sociology, computer science, philosophy, and epistemology (Bray, 2007).
According to Burgin, the information is considered as the key to research management and development and is off main interest in the modern business. The knowledge management is considered as central and critical to succeed since the knowledge is content specific, dynamic, and intangible and is complex to transact, imitate, transfer, and grasp (Stenberg & Vu-Thi, 2009).
The concept of knowledge management is considered and accepted only as the theory and actually have not been put into practice. It has been complex for many businesses to change the organization thinking from an information focus to knowledge focus.
The knowledge management is explicit, systematic, and deliberate building and application of knowledge to improve the organization knowledge related effectiveness. Also, the knowledge management has two concepts. That is, collaboration process and content management. The knowledge asset in the organization is categorized into two parts. That is, implicit knowledge and tacit knowledge and in the creation of knowledge, the process involves the building or replacement of existing content or the creation of new content within the explicit knowledge and tacit knowledge (Iskandar, et al., 2017).
The proponents have also concentrated on the tacit knowledge to share the intentions and have discussed the human psychological factors for knowledge management on the factors of behavioral theories. There are also limitations and biases of human mind in the study about tacit knowledge management. There are some aspects that influence on the participation in the initiatives of knowledge management and it has been studied that the culture and view of cognition go hand in hand in the development of a knowledge base for the organizations (Shah, 2015).
The knowledge management is a process of application, distribution, presentation, validation, and knowledge creation. It is the management of the knowledge of the corporation through a systematic technique and specific process for applying, organizing, acquiring, and sustaining both the explicit and specific knowledge of the workers to improve the organization performance. It is to absorb, deliver, utilize, develop, and discover the knowledge outside and inside the organization through the proper Management process to meet the needs of the organization (Makambe, 2015).
The knowledge management also helps the organization in creating sustainable competitive advantage and improve the business processes or model of the organization. It can be improved by reducing the processing time and generating the valuable knowledge that can be shared with each othe
The knowledge management system is a framework which comprises of all the processes which involve application, renewable, dissemination, and creation of knowledge for organizational survival and nourishment and this can be understood through knowledge management Tools and techniques and models.
There are various successful tools used by the companies and knowledge management practitioners to knowledge, create, share, and modify the knowledge. The tools for knowledge management mainly focus on learning, comprehension, and assimilation of the information by the individual who will then modify the information and data into the knowledge. Knowledge is strongly associated with the group or individual who create it. However, there may be the appearance of some cast doubts on the tool available to effectively support the knowledge management. Thu, there is a need of knowledge management tools which can share, organize, catalogue, and collect the knowledge or the information which is gathered in the types of documents and different forms of media (Bera & Rysiew, 2015).
The tools are required for the following reasons:
There are a number of tools which are available to support the processes and functionalities of knowledge management. The various tools are:
The Knowledge Management models are classified in general and maturity models. There are different process models used in the knowledge management. The general model is further categorized into prescriptive and descriptive models. The descriptive models feature the nature of knowledge management phenomena while the prescriptive methods follow the methods in conducting the knowledge management (Treser, 2016).
The knowledge management pillar Framework defines three pillars in which first is concerned with education and exploring the knowledge. The second pillar evaluates a list of knowledge related activities and value of knowledge. The third pillar, especially focuses on knowledge management activities.
The knowledge building model proposed by Leonard-Barton has 4 knowledge building activities and four core capabilities. The knowledge building activities include the creation and shared problem solving, integrating and implementing new tools and methodologies, absorbing and implementing important technologies and experimenting and prototyping. The four core capabilities are employed knowledge and skills, physical systems, deployment of creating the channels, and management system through which knowledge is accessed (McInerney & Koenig, 2011).
The Tannenbaum and Alliger’s Model: This model provides a systematic approach to measure the effectiveness of the knowledge management by monitoring four factors known as Knowledge application, knowledge simulation, knowledge accessibility, and knowledge sharing.
Unified Knowledge Management Model: This model comprises of four processes known as create, store, distribute, and apply. The create process provides the ability to communicate and learn, the store requires a structured storage capability, the distribute is the sharing of knowledge, and apply is to create more knowledge with the application of new knowledge.
Knowledge Management Cycle: This model categorizes the creation of knowledge process in two processes known as knowledge integration and knowledge production. The knowledge integration is created by the activities that allow the distribution and sharing of the knowledge. The knowledge production is synonymous with organizational learning and is the process with new knowledge in the organization. This model introduces the concept of demand side and supply side. The demand side, especially focuses on improving the capacity of the organization to satisfy the demand for new knowledge required in the organization and the supply side comprises of the practices that are created to improve the supply of existing knowledge to the employees in the organization (Sivasubramanian, 2016).
There are various maturity models, but the most important is the capability maturity model. It is a framework best describes the key segments of the software process and describes the improvement path. This framework helps in transferring immature and ad hoc process to disciplined and mature process. It is inspired by the total quality management principles which entails fast moving computer technology. This maturity Framework should be implemented only to the activities that contribute directly to the performance of the organization. This helps in increasing the capability of the organization to provide high quality services and products effectively. The capability maturity model framework helps in creating an environment in which activities can be repeated and the best practices can be transformed to enhance the capability (Kucza, 2001).
Knowledge management motivates the learning at every opportunity and the concept of learning can be applied to any activity before, during, and after the practice, including the events, task, and project. This can be comprehended by analyzing prior starting a new task that if there are any evidences or if someone has already done the relevant work before to grab the knowledge from them. During the activity, there is a stage that the individual reflect on what has been completed so far, to decide on how to continue forward. After that, the final stage arises when the task is accomplished that is the strategy can be improved by following the review so that the recommendations of the others can be put into practice (Assegaff & Hussin, 2014). It has been studied that the knowledge management processes help in applying, sharing, capturing, and discovering the knowledge and are supported by mechanism and integration of Technologies and it is important for the organization to comprehend what knowledge is required by the organization for competitive edge over Rivals and it can all only help in competitive edge if the practices are unique to particular organization. The below image shows that the knowledge management tools and techniques can be applied at each learning opportunity (Iskandar, et al., 2017)
Conclusion
It has been scrutinized from this report that the knowledge management processes like achieving, acquisition, creation, and usage, have a high level of importance from the employee’s perspective and this process has a significant effect on different performance dimensions such as cost, speed, quality, and size, within the organizations. That is, the knowledge management processes help in improving the performance of the organization, but the knowledge management processes are still recognized by the employees and the companies. The nature of knowledge and the knowledge management processes exist in the organization and social setting where individuals continuously learn from the interactions and experiences with each other. Furthermore, the employees of the organization can differentiate between the proposed processes of knowledge management and the knowledge management processes plays a prominent role in improving the performance of the organization. The Knowledge management models and their use has been mentioned in this report to understand the need for knowledge, knowledge update, knowledge collection and storage, knowledge sharing, and knowledge collection.
References
Alavi, M. & Leidner, D., 2001. knowledge management and knowledge management systems: conceptual foundations and research. MIS Quarterly journal, 25(1), pp. 107-136.
Assegaff, S. & Hussin, A., 2014. Review of Knowledge Management Systems As Socio-Technical System, Available at: https://arxiv.org/ftp/arxiv/papers/1212/1212.0387.pdf
Bera, P. & Rysiew, P., 2015. Analyzing Knowledge Management Systems: A Veritistic Approach, Available at: https://www.researchgate.net/publication/39731087_Literature_Review_-_Knowledge_Management_Research_at_the_Organizational_Level
Bera, P. & Rysiew, P., 2015. Analyzing Knowledge Management Systems: A Veritistic Approach, Available at: https://web.uvic.ca/~rysiew/Publications/AKMSwBera.pdf
Ghani, S., 2009. Knowledge Management: Tools and Techniques. DESIDOC Journal of Library & Information Technology, 29(6), pp. 33-38.
Iskandar, K., Jambak, M. & Kosala, R., 2017. Current Issue on Knowledge Management System for future research: a Systematic Literature Review. Procedia Computer Science journal, Volume 116, pp. 68-80, Available at: https://www.sciencedirect.com/science/article/pii/S1877050917320483
Kucza, T., 2001. Knowledge Management Process Model, Available at: https://www.vtt.fi/inf/pdf/publications/2001/P455.pdf
Leask, M. et al., 2008. Knowledge management tools and techniques:: helping you access the right knowledge at the right time, Available at: https://www.kmbestpractices.com/uploads/5/2/7/0/5270671/idea_knowledge_management_tools_and_techniques.pdf
Makambe, U., 2015. Perspectives on Knowledge Management – A Literature Review. Information and Knowledge Management, 5(1), pp. 1-11, Available at: https://citeseerx.ist.psu.edu/viewdoc/download?doi=10.1.1.672.54&rep=rep1&type=pdf
McInerney, C. & Koenig, M., 2011. Knowledge Management (KM) Processes in Organizations: Theoretical Foundations and Practice, Available at: https://www.morganclaypool.com/doi/abs/10.2200/S00323ED1V01Y201012ICR018?journalCode=icr&
Shah, S., 2015. Research on knowledge management in Pakistan: A literature review. pp. 1-11, Available at: https://digitalcommons.unl.edu/cgi/viewcontent.cgi?article=3660&context=libphilprac
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Souza, F., Castro, D., Ziviani, F. & Parreiras, F., 2016. Knowledge Management System and Financial Performance: how this relation has been measured?, Available at: https://www.scielo.br/pdf/pci/v21n2/1413-9936-pci-21-02-00188.pdf
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