Knowledge Management

 Introduction

The objective of knowledge management is to preserve and disseminate the experience, knowledge, and skill that an organization has acquired on its procedures, methods, and activities. It perceives knowledge as a vital resource. As Ulrich, (1998) pointed out, ‘Knowledge has become a direct competitive advantage for companies selling ideas and relationships

The concept of knowledge

What people comprehend about objects, theories, concepts, ideas, procedures, practices, and "the way we do things around here" is referred to as knowledge. It can be characterized as "know-how" or, in more specialized cases, "expertise." Blackler, (1995) noted that ‘Knowledge is multifaceted and complex, being both situated and abstract, implicit and explicit, distributed and individual, physical and mental, developing and static, verbal and encoded.’

Explicit and tacit knowledge

The role of explicit knowledge relates to a series of changing technological or management procedures that are defined and formalized within organizational settings (Muthuveloo, R, et al., 2017).Indeed, due to the tangible nature of visually articulated explicit knowledge, technological channels are an especially appropriate vehicle for its manifestation and transmission.

 Tacit knowledge can contribute significantly towards sustainable competitive advantage in organizations on account of the implicit barriers to competitor duplication within its organizational role. Anand, A, et al.,( 2020) stated more specifically that this can be accomplished through operational changes in design process as a direct result of tacit knowledge application.

Figure 1/Knowledge management(Sources https://www.realtech.com/itsm/knowledge-management/?lang=en)

Knowledge management strategies

Two approaches to knowledge management strategy have been identified by Hansen, et al., (1999).

Figure 2/Knowledge Management strategies by Hansen et al (1999) (Source: https://www.slideshare.net/KarstenTS/personalizes-vs-c)

The codification strategy: Knowledge is carefully codified and stored in databases where can be accessed and used easily by anyone in the organization. Knowledge is explicit and is codified using a ‘people-to-document’ approach. This strategy is therefore document-driven. Knowledge is extracted from the person who developed it, made independent of that person and re-used.

The personalization strategy: Knowledge is closely tied to the person who has developed it, and is shared mainly through direct person-to-person contacts. This person-to-person approach involves ensuring that tacit knowledge is passed on. The exchange is achieved by creating networks and encouraging face-to-face communication between individuals and teams by means of informal conferences, workshops, communities of practice, brainstorming and one to-one session.

Knowledge management system

The knowledge management system  supports the creation, capture, storage, and dissemination of information within an entity. The justification of the development of the knowledge management system is for employees to have ready access to an organization's knowledge base of facts, sources of information, and solutions.

                                 Figure 3/knowledge Management System

Knowledge management issues

·         The pace of change.

·         Relating knowledge management strategy to business strategy.

·         IT is best used in a supportive role.

·         Attention must be paid to the processes (social, technological and organizational)

through which knowledge combines and interacts in different ways.

·         The significance of knowledge workers must be appreciated.

 The contribution HR can make to knowledge management

Assist in creating an inclusive culture that values information exchange.

·         Promote a climate of commitment and trust

·         Provide guidance on the planning and establishment of institutions that support the exchange of knowledge. Make sure you recruit and keep valuable staff members who can contribute to the development and sharing of knowledge.

·         Advise on methods of motivating people to share.

·         Develop processes of organizational and individual learning that will generate and assist in disseminating knowledge.

·         Set up and organize workshops, conferences and communities of practice and symposia that enable knowledge to be shared on a person-to-person basis.

Conclusion

The main advantages of efficient knowledge management are outlined in the conclusion, including enhanced service quality, long-term success, and obtaining a competitive edge by exchanging best practices and receiving access to validated solutions. For businesses to use their combined knowledge and experience for ongoing progress, knowledge management is essential for success.

References

Anand, A, Centobelli, P & Cerchione, R, 2020. Why should I share knowledge with others? A review-based framework on events leading to knowledge hiding. Journal of Organizational Change Management, Volume 33 (2), pp. pp 379-39.

Armstrong, M., 2010. Knowledge manaement. In: Essentail Human Resources Management Practice. London: Great Britain and the United States in 2010 by Kogan Page Limited, pp. PP 84-93.

Blackler, F., 1995. Knowledge, knowledge work and experience, Organization Studies. Volume 16, p. pp 16 – 36.

Hansen, M T, Nohria & Tierney, T, 1999. What’s your strategy for managing knowledge?’. Harvard Business Review, Issue March–April, p. pp 106 –16.

Jordon Robert, G., 2020. Researchgate. [Online]
Available at: https://www.researchgate.net/publication/344842754_Tacit_vs_explicit_knowledge_as_antecedents_for_organizational_change
[Accessed 6th April 2024].

Muthuveloo, R, Shanmugam & N. and Teoh, A.P, 2017. The impact of tacit knowledge management on organizational performance from Malaysia. Asia Pacific Management Review , Volume 22 (4), pp. pp 192-201 .

Ulrich, D., 1998. A new mandate for human resources. Harvard Business Review, Issue January–February, p. pp 124 – 34.