SUBMITTED BY: JYOTI (20/017) MAHIMA(20/022)

KM range of strategies & practices used in organization Create, represent, distribute & enable adoption of insights and experiences. Acceptance and effective utilization of technologies An effort to increase useful knowledge within the organization

I T system that stores and retrieves knowledge, improves collaboration, locates knowledge sources, mines repositories for hidden knowledge, captures and uses knowledge, or in some other way enhances the KM process.
include encouraging communication, offering opportunities to learn, and promoting the sharing of appropriate knowledge artifacts

Systems that are directly linked to the KM:

Groupware systems The intranet and extranet Data warehousing & Data mining Decision support system Content management system Document management systems Artificial intelligence tools

 Strategic

implications of implementing KMS that significantly aim to change the way things are done in the organization requires proper consideration and careful planning. organizational fit(internal analysis of the firm, evaluate the needs, cost-benefit analysis, evaluate existing work practices)

KMS

KMS acceptance (users in design & implementation, evaluation, user friendly, intuitive, support multiple perspective, adequate technical & managerial support) KMS continued use(perceived attractiveness factors, content management issues)

This type of knowledge is formalized and codified, and is sometimes referred to as know-what. It is therefore fairly easy to identify, store, and retrieve. This is the type of knowledge most easily handled by KMS, which are very effective at facilitating the storage, retrieval, and modification of documents and texts. Knowledge that is codified and conveyed to others through dialog, demonstration, or media such as books, drawings, and documents.

This type of knowledge was originally defined by Polanyi in 1966. It is sometimes referred to as know-how and refers to intuitive, hard to define knowledge that is largely experience based. Because of this, tacit knowledge is often context dependent and personal in nature. It is hard to communicate and deeply rooted in action, commitment, and involvement. Tacit knowledge is also regarded as being the most valuable source of knowledge, and the most likely to lead to breakthroughs in the organization. personal experience, aptitudes, perceptions,

Deeply

The iceberg metaphor describing the relationship between explicit and tacit knowledge

KNOWLEDGE ACQUISITION is the first step in KMS.

It means tracking down and analyzing all information and explicit knowledge that is available.

KNOWLEDGE INNOVATION can be understood as

a process that organizationally amplifies the knowledge created by individuals and crystallizes it as a part of knowledge network of the organization. It includes the conversion of tacit knowledge into explicit knowledge.

Based on this assumption, there are four models of knowledge conversion: From tacit knowledge to tacit knowledge, which is called socialization. From tacit knowledge to explicit knowledge, which is called externalization. From explicit knowledge to explicit knowledge, which is called combination. From explicit knowledge to tacit knowledge, which is called internalization.

KNOWLEDGE PROTECTION is important because it

protects creativity and interest of knowledge owners.

KNOWLEDGE INTEGRATION is a process of

synthesizing the experience gained by an individual and then integrating the knowledge acquired by that individual from outside sources into KVC.

KNOWLEDGE DISSEMINATION is done through

systematic transfer, which can be done through the