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Scientific Study from the year 1999 in the subject Business economics - Business Management, Corporate Governance, grade: 1,0, Reutlingen University (Unbekannt), language: English, abstract: Inhaltsangabe:Abstract:
The following report explores the main aspects of knowledge management.
The history of knowledge management reveals that different trends and developments influenced the evolution of a new management theory. Advanced information technologies that enable global knowledge-sharing and the recognition that people are the most valuable resource in a fast changing environment are the main reasons why knowledge management has become increasingly important.
An attempt to clarify the terminology demonstrates that there is no generally accepted definition of knowledge management. This report defines knowledge management according to the three dimensions content, culture and infrastructure and thus, provides a basic framework to the main knowledge processes.
The differentiation between the codification approach and the personalisation approach is essential in the evaluation of the implementation process. The first approach mainly relies on computer systems and databases whereas the latter focuses on person-to-person contacts. Both strategies can be combined to a certain extent, however, the main focus should only be on one of the two strategies.
The most common pitfalls for ineffective knowledge-sharing are cultural barriers and the fact that many organisations overestimate the role of technology. Thus, success factors include fostering a knowledge-sharing culture and embedding the use of technology in everyday practice.
Inhaltsverzeichnis:Inhaltsverzeichnis:
LIST OF TABLESV
LIST OF FIGURESV
1.INTRODUCTION6
2.LITERATURE REVIEW7
2.1HISTORY OF KNOWLEDGE MANAGEMENT7
2.1.1INTRODUCTION7
2.1.2LEARNING ORGANISATION7
2.1.3INFORMATION TECHNOLOGY9
2.1.4CHANGING BUSINESS ENVIRONMENT10
2.1.5INCREASED AWARENESS OF THE VALUE OF HUMAN CAPITAL11
2.1.6SUMMARY12
2.2FAD OR REVOLUTION?13
2.3CLARIFICATION OF THE TERMINOLOGY14
2.3.1INTRODUCTION14
2.3.2WHAT IS KNOWLEDGE ?14
2.3.2.1DISTINCTION BETWEEN DATA, INFORMATION AND KNOWLEDGE14
2.3.2.2EXPLICIT AND TACIT KNOWLEDGE15
2.3.3WHAT IS KNOWLEDGE MANAGEMENT ?16
2.3.3.1THE THREE DIMENSIONS OF KNOWLEDGE MANAGEMENT16
2.3.3.2SUMMARY AND A WORKING DEFINITION OF KNOWLEDGE MANAGEMENT18
2.4HOW DO YOU IMPLEMENT KNOWLEDGE MANAGEMENT?20
2.4.1WHY COMPANIES CHOOSE KNOWLEDGE MANAGEMENT20
2.4.2MAIN STEPS IN THE IMPLEMENTATION PROCESS23
2.4.2.1CODIFICATION AND PERSONALISATION STRATEGY23
2.4.2.2STAGES IN THE IMPLEMENTATION PROCESS25
2.5CRITICAL ANALYSIS28
2.5.1COMMON PITFALLS28
2.5.2GENERAL CRITICISM31
2.6SUCCESS FACTORS33
3.APPENDICES38
3.1APPENDIX 1: CLASSIFICATION OF DEFINITIONS38
4.LIST OF REFERENCES39
Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
The following report explores the main aspects of knowledge management.
The history of knowledge management reveals that different trends and developments influenced the evolution of a new management theory. Advanced information technologies that enable global knowledge-sharing and the recognition that people are the most valuable resource in a fast changing environment are the main reasons why knowledge management has become increasingly important.
An attempt to clarify the terminology demonstrates that there is no generally accepted definition of knowledge management. This report defines knowledge management according to the three dimensions content, culture and infrastructure and thus, provides a basic framework to the main knowledge processes.
The differentiation between the codification approach and the personalisation approach is essential in the evaluation of the implementation process. The first approach mainly relies on computer systems and databases whereas the latter focuses on person-to-person contacts. Both strategies can be combined to a certain extent, however, the main focus should only be on one of the two strategies.
The most common pitfalls for ineffective knowledge-sharing are cultural barriers and the fact that many organisations overestimate the role of technology. Thus, success factors include fostering a knowledge-sharing culture and embedding the use of technology in everyday practice.
Inhaltsverzeichnis:Inhaltsverzeichnis:
LIST OF TABLESV
LIST OF FIGURESV
1.INTRODUCTION6
2.LITERATURE REVIEW7
2.1HISTORY OF KNOWLEDGE MANAGEMENT7
2.1.1INTRODUCTION7
2.1.2LEARNING ORGANISATION7
2.1.3INFORMATION TECHNOLOGY9
2.1.4CHANGING BUSINESS ENVIRONMENT10
2.1.5INCREASED AWARENESS OF THE VALUE OF HUMAN CAPITAL11
2.1.6SUMMARY12
2.2FAD OR REVOLUTION?13
2.3CLARIFICATION OF THE TERMINOLOGY14
2.3.1INTRODUCTION14
2.3.2WHAT IS KNOWLEDGE ?14
2.3.2.1DISTINCTION BETWEEN DATA, INFORMATION AND KNOWLEDGE14
2.3.2.2EXPLICIT AND TACIT KNOWLEDGE15
2.3.3WHAT IS KNOWLEDGE MANAGEMENT ?16
2.3.3.1THE THREE DIMENSIONS OF KNOWLEDGE MANAGEMENT16
2.3.3.2SUMMARY AND A WORKING DEFINITION OF KNOWLEDGE MANAGEMENT18
2.4HOW DO YOU IMPLEMENT KNOWLEDGE MANAGEMENT?20
2.4.1WHY COMPANIES CHOOSE KNOWLEDGE MANAGEMENT20
2.4.2MAIN STEPS IN THE IMPLEMENTATION PROCESS23
2.4.2.1CODIFICATION AND PERSONALISATION STRATEGY23
2.4.2.2STAGES IN THE IMPLEMENTATION PROCESS25
2.5CRITICAL ANALYSIS28
2.5.1COMMON PITFALLS28
2.5.2GENERAL CRITICISM31
2.6SUCCESS FACTORS33
3.APPENDICES38
3.1APPENDIX 1: CLASSIFICATION OF DEFINITIONS38
4.LIST OF REFERENCES39
Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.