KNOWLEDGE MANAGEMENT- AN EMERGING DISCIPLINE

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KNOWLEDGE MANAGEMENT- AN EMERGING DISCIPLINE

• B.V.L.NARAYANA
• Sr Professor (T M )
• RSC/BRC

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INTRODUCTION

• THOUGHTS ON KNOWLEDGE
• Have roots in philosophy, religion thought at
  abstract level
• In work place settingsaction and thought
• At intellectual level intellectual capital
  action-thought-dynamism linked to
  performancemore explicitisation of efforts
• Increasing use of technology, research

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History

• Knowledge management old issue
• Philosophical roots and industrial
• Implicit and unsystematic, not integrated
• Presently oriented towards commercial success
• Present emphasis due to realization that
• Consider the whole person to manage
  knowledgeintegrate motivation, attitudes,
  cognition
• Evolution towards personal and intellectual
  freedom and rise of importance of knowledge
  workerssocial movements started 200 years ago
• Industrial revolution , increased pace of
  economic growth
• Evolved to KM and emphasis on explicitisation

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Kinds of KM

• Three levels
• Strategic application, distribution of knowledge
  for business enterprise viability
• Tactical- IM and IT focus, intellectual asset
  focus-technology driven
• Operational people focus, emphasize utilization
  to improve performance
• Should be seen as the systematic and explicit
  management of knowledge related activities,
  practices, programmes, and policies within the
  enterprise to ensure enterprise viability

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Effectiveness of KM

• An effective KM initiative is indicated by
• Does not lead to more work
• Leads to less work, more efficiency
• Are part of pre-existing and ongoing efforts
• Removes fear of sharing knowledge increases
  status of experts
• Promotes increased individual learning
• Defines terms crisply
• Leverages existing knowledge for enterprise
  effectiveness

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Driving forces of KM

• External forces
• Rapid Advances in technologies
• Globalization of business
• Increased opportunities and competition
• Sophistication of customers- increasing demands,
  and changing preferences
• Sophisticated competitors
• Sophisticated suppliers

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Driving forces of KM

• Internal forces
• Bottle necks to enterprise effectiveness
• Increased technological capabilities
• Need to understand human cognitive functions
• Ongoing forces
• Economics of ideasinnovation
• ICT and information management
• Understandings in cognitive sciences
• Shifts in bottle necks
• Customization requirements
• globalization

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Impact of KM in organizations

• New perspectives and activities
• Market value is now equated to management of
  intellectual capital
• Need to manage IC
• Explicit, deliberate and systematic efforts at KM
• Efforts integrate theoretical and abstract
  perspectives
• Linkage to how people reason, think and take
  decisions, learning theory

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Future of KM

• Insights into personal and intimate knowledge
• Future practices will be purposeful, explicit,
  systematic and driven by technology
• Spread of experiences of KM implementation
• Facilitating management practices towards KM
• Embedding of KM perspectives in regular
  activities
• Introduction of complimentary work teams and
  virtual organizations
• Increasing explicitisation of personal knowledge
• KM practices will become norms
• Matching of expert systems and networks to
  learning styles
• Increasing role of artificial intelligence

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Impact on work practices

• Firm level- expertise on managing IC
• Middle management level- importance of managing
  local investments in and coordination and
  application of knowledge assets to meet
  operational objectives
• KM level enterprise level coordination and
  facilitation
• KM operational level hands on capabilities to
  obtain, organize, store, retrieve and use
  knowledge
• Enterprise level new ways of working

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Anticipated changes at work place
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Final thoughts

• KM must
• Justify its existencefinancially
• Be Performance related
• Have a strategic perspective
• Improve efficiency
• Reduce and ease methods of working

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ATTITUDES
habits
ACTIONS
skills
Knowledge
Data and information
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ANY QUESTIONS