 Information that is contextual, relevant and

actionable

 Knowledge is INFORMATION IN
ACTION

 Higher than data and information

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 Knowledge is a fluid mix of
 experience
 values
 contextual information
 expert insight
that provides a framework for
 evaluating
 incorporating
new experiences and information.

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4
 INFORMATION
Processed Relevant and
actionable

DATA KNOWLEDGE

Relevant and actionable data

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 Increasing returns (no diminishing
returns); not consumed
 Fragmentation: need to be refreshed,
updated
 Intangible benefits: difficult to justify
 Uncertain value sharing

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 Tacit knowledge
 subjective, cognitive, experiential
 takes long to learn, involves expertise, high level skills
 Explicit knowledge
 objective, technical, rational, formalized
 Documented, codified, no need for interpretation
 Historically organizations managed explicit
knowledge only

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Tacit Explicit
 Not teachable  Teachable
 Not articulated  Articulable
 Not observable in use  Observable in use
 Rich  Schematic
 Complex  Simple
 Undocumented  Documented

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 Knowledge is intangible, dynamic, and
difficult to measure, but without it no
organization can survive.
 Tacit: or unarticulated knowledge is more
personal, experiential, context specific, and
hard to formalize; is difficult to communicate
or share with others; and is generally in the
heads of individuals and teams.
 Explicit: explicit knowledge can easily be
written down and codified.
 Tacit knowledge, internalized by a user, is almost
impossible to put into a document or a database. That is,
can’t codify it.
 It incorporates accrued and embedded learning.
 Its rules may not be separable from how an individual acts
Examples: The style of musicians; the steps followed by a
scientist to decide what to study
 Best you can do is locate someone who knows, point the
seeker to it, and encourage them to interact.
 Can get lists of typical problems and who knows how to
solve them.
The difference between explicit and tacid knowledge:
Knowledge management is rooted in the
concepts of organizational learning and
organizational memory. When members of
an organization collaborate and
communicate ideas, teach and learn,
knowledge is transformed and transferred
from individual to individual.

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 Individual wells
 Information well
 Culture well
 Transformation well
 Structural well
 Ecology well

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 Knowledge source
 Product-process focus
 Documentation mode
 Dissemination mode
 Learning focus
 Value chain focus
 Skill development focus

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 Culture is a pattern of shared basic
assumptions
 Most important aspect of KM success
 Why don’t people share knowledge?

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 Process
 Practice
 Hybrid
Nature Process approach Practice approach

Type of knowledge supported Explicit knowledge – codified Mostly tacit knowledge –

in rules , tools and processes. unarticulated knowledge not
easily captured or codified.
Means of transmission Formal controls, procedures, Informal social groups that
and standard operating engage in storytelling and
procedures, with heavy improvisation.
emphasis on information
technologies to support
knowledge creation,
codification, and transfer for
knowledge.
Benefits Provides structure to harness Provides an environment to
generated ideas and generate and transfer high –
knowledge . value tacit knowledge.
Achieves scale in knowledge
reuse.
Provides spark for fresh ideas
and responsiveness to change
environment.
Disadvantages Fails to tap into tacit Can result in inefficiency.
knowledge. Abundance of ideas with no
May limit innovation and structure to implement them.
Nature Process practice

Role of information Requires heavy investment Requires moderate

technology (IT) in IT to connect people investment in IT to
with reusable codified facilitate conversations
knowledge and transfer of tacit
knowledge
 A Knowledge Asset is any type of knowledge
held or in use by an organization.
 Knowledge Assets are related to but distinct
from tangible assets, monetary assets, and
the traditional accounting concept of
intangible assets. These assets may include
stakeholder relationships, customer loyalty,
know-how, employee competency, trust, and
experience.
 Measuring knowledge assets involves putting
a value on the knowledge held by people and
contained within organizational processes. In
assessing how a knowledge asset adds value
it is necessary to determine the impact of the
knowledge asset and how it creates or adds
value to the organization.
 Managing knowledge assets involves
identification, analysis and understanding of
available and required knowledge as well as
leveraging and protecting organizational
knowledge assets.
 In managing knowledge assets
it is necessary to understand the effect of its use, current
impediments to usage, and the plan of actions intended to
utilize the knowledge asset.
It is also necessary to understand the limitations of the
knowledge asset (whether it can be maintained for this
usage, the life-span of the asset, etc.) as well as the benefits
of using the asset (what new opportunities are created, what
benefit will the added value produce, etc.).
Knowledge generation

 Knowledge storage

 Knowledge utilization
-All the processes (operations) that are related to
knowledge assets
-The KM process can be devided into several parts, e.g.:

Knowledge
Creation,
Generation,
Evaluation, Knowledge Knowledge Knowledge
Improvement, Storage Distribution Application
Accumulation,
Utilization
 Capture
Knowledge

Create Refine
Knowledge Knowledge

Disseminate
Store
Knowledge
Knowledge

Manage
Knowledge
 Cost savings
 Better performance
 Demonstrated success
 Share Best Practices
 Competitive advantage

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- a spiraling process of interactions between explicit and
tacit knowledge where ideas form in the minds of
individuals
- interaction with others is usually a critical step in
developing the ideas
Explicit

Tacit

Individual Group Organization Inter-Organization

 Codification Strategy
 Identify who has knowledge
 Classify and extract the knowledge
 Manage the knowledge
 Personalization Strategy
 Identify who has knowledge
 Classify the knowledge and store information about
who to contact to get it
 Manage the “pointers to the knowledge”

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• Knowledge once acquired need to be
preserved.
• Storing or preserving is certainly not abut
putting it somewhere and forgetting all about
it
• Unless knowledge is constantly updated and
kept relevant, it ceases to be knowledge.
• Obsolete knowledge can be most dangerous.
 Determining the knowledge typology
relevant to the organization
 Knowledge capture
 Maintaining the knowledge bases
 Creating knowledge maps
 Already covered
 Capturing the knowledge in some forms

 1 way of storing is to store in form of

knowledge objects
 Something that tells you where to go and
what to find.
 It ensures that you get only what you want
and that you don’t lose your way in the maze.
 Like “yellow pages”.
 Repository Storage Strategy
 For the Codification Strategy
 Develop a Knowledge Repository, and
 The Technology and People to Manage it
 Network Storage Strategy
 For the Personalization Strategy
 Heavily based on communication to connect with
people who have knowledge

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 “Knowledge dissemination and sharing”

 “Knowledge gaps”
 To Tacit Explicit
From

Tacit Socialization Capture

Explicit Internalization Dissemination

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 Socialization: sharing experiences through
observation, imitation and practice. (e.g.,
workshops, seminars, internships, etc.)
 Capture: Conversion of tacit into explicit knowledge
(e.g. into a report)
 Dissemination: copying, distributing the explicit
knowledge
 Internalization: Experiencing knowledge through an
explicit source.

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 Technologies that support KM include artificial
intelligence (AI) technologies encompassing
those used for knowledge acquisition and case-
based reasoning systems, electronic discussion
groups, computer-based simulations, databases,
decision support systems, enterprise resource
planning systems, expert systems, management
information systems, expertise locator systems,
videoconferencing, and information repositories
encompassing best practices databases and
lessons learned systems
 Externalization involves converting tacit
knowledge into explicit forms such as words,
concepts, visuals, or figurative language
 Internalization is the conversion of explicit
knowledge into tacit knowledge. It
represents the traditional notion of “learning”
 Direction refers to the process through which
individuals possessing the knowledge direct
the action of another individual without
transferring to that person the knowledge
underlying the direction
 Routines involve the utilization of knowledge
embedded in procedures, rules, and norms
that guide future behavior