introduction of knowledge management

International Journal of Knowledge Management, 2020

Over of the past several years, there have been rigorous discussions about the significance of knowledge management (KM) within the organization and the society. The management of knowledge is endorsed as a significant and essential factor for organizational existence and maintenance of ambitious strength. This article provides an in-depth knowledge of factors affecting KM. Literatures from 1992 to 2018 are covered in this article, 169 research papers have been explored which are related to classification of knowledge, factors affecting KM, KM tools and its planning & application. Various frameworks related to the successful implementation of KM and KM implementation tools proposed by previous authors are presented in this research article. KM is defined, classification of KM is presented, factors affecting KM are shown and its implementation strategies & tools are elucidated in available literatures in discrete manner.

Desidoc Journal of Library Information Technology, 2003

ABSTRACT Knowledge management describes the way in which organisations are attempting to capture, enhance, and use the knowledge necessary for their survival. In this paper, the author discusses about concept of knowledge management, contribution of ...

2015

The activity that we now call knowledge management has been practised for thousands of yearsprobably ever since the first "organizers" in tribes or villages tried to think of ways to stop repeating the same mistakes. Coming up with new knowledge, sharing it with others, making sure it is retained for the future, refining it (learning from experience), understanding how to apply it and deciding when to discard it are all important parts of the human experience. Nevertheless it was only in 1986 that the explicit attempt to direct and combine these activities was given the name knowledge management, by Karl Wiig. Most of the work on knowledge management in the generation or so since then has been set in an organizational context, and that is the emphasis we take in this book. It is nevertheless worth bearing in mind that many of the principles of knowledge management apply at levels all the way from the individual (personal knowledge management) to nations or even (say) science itself. Knowledge management sits at the intersection of several disciplines, including organizational learning, computer science, human resource management, economics, psychology and strategic management. As a result, it is not very surprising that there is no single agreed view of what knowledge management is. 2 Indeed, some would go so far as to say that managing knowledge is not possible, and that the best that can be achieved is managing human "knowers." Perhaps the only aspects that everyone agrees on are that knowledge management is (at best) difficult, and that any knowledge management initiative in an organization has to be tailored to the particular context of that organization at that time. Knowledge management as a field acquired the status of a management "fad" in the mid-to late-1990s, with an explosion in the number of books and articles published about it, and it is fair to say that it has both benefited and suffered from this status. Nevertheless, unlike some other management fads, it has demonstrated its staying power, and is widely practised and studied worldwide today, even if not always under the precise name knowledge management. The aim of this book is to review the field of knowledge management with an operational research/management science mindset, encompassing both "soft" and "hard" aspects. This implies a holistic approach that gives a broader perspective than one based on any single viewpoint such as that of computer science or organizational learning. The various chapters represent the best knowledge management articles published in the 21st century in the journals Knowledge Management Research & Practice and the European Journal of Information Systems. All have undergone a rigorous double-blind review process, and the contributing authors include Ikujiro Nonaka, perhaps the biggest name in the knowledge management field, as well as others with equal reputations in associated fields such as George Huber (decision support) and Richard Baskerville (information systems). The contributing authors are based in nine different countries on four continents, showing the global nature of knowledge management.

A light bulb in the socket is worth two in the pocket.

Long Range Planning, 1997

Knowledge can be seen as a key source of advantage. Its importance has been recognized for a long time. Some scholars have realized that information can create wealth. What is happening today is that there has been a qualitative change in the way in which vast amounts of data can be collected and communicated. The risk is of information overload. To help avoid this, a discipline is needed which can distinguish between data and knowledge, can find ways to reduce the overload and can organize itself.

A light bulb in the socket is worth two in the pocket.

Knowledge can refer to the theoretical or practical understanding of a subject. Knowledge means empowering a person and hones his/her skill in specific subject. It can be implicit (as with practical skill or expertise) or explicit (as with the theoretical understanding of a subject); and it can be more formal and systematic (Oxford Dictionary).According to the philosopher Plato, knowledge is defined as justified true belief.Management, in general, can be defined as the process of planning, organizing, leading and controlling.One can define knowledge management asthe justified true belief that is acquired in a planned way of collecting data, conceptualized and organized according to specific context. Knowledge management is like a building block for any further augmentation of that specific knowledge.However, managing knowledge is something intangible and very challenging. The real change has come from the necessity for less information and more knowledge. There has been a shift from information to knowledge. Shift from bureaucracies to networks. The traditional hierarchical designs that served the industrial era are not flexible enough to harness an organization's full intellectual capability. The preview of the discussion in this paper will be knowledge management as a need of the day and not a trend of the society.

Australian Journal of Business and Management …, 2012

Knowledge management is a process that helps organizations to find important information, select, organize and publish them; and it's a proficiency that will be necessary for actions like solving problems, dynamic learning, decision making. Knowledge management can improve a wide range of organization performance properties by enabling company to more intelligent performance, but it's not enough alone; because knowledge management to be useful needs undertaking staff to organization and their job, that accept the knowledge management process with spirit and heart and perform it (Wiig, 1999:14).

2015

This paper is a study of theoretical perspectives on knowledge and Knowledge Management. Business organisations in the 21 st century need effective Knowledge Management practices in order to enhance the performance and growth of their businesses and ensure long-term sustainability and competitive advantage. An understanding and appreciation of knowledge as a strategic resource is critical for organisational decision-makers so that they can take Knowledge Management more seriously. This paper outlines the views of Knowledge Management experts on what knowledge is and what it is not. It distinguishes data, information, and knowledge and explains their link. The paper also highlights alternative views of knowledge and discusses the different types of knowledge. It then espouses on the Knowledge Management processes of discovery, capture, sharing, and application. Keywords: Knowledge, Knowledge Management, knowledge discovery, knowledge capture, knowledge sharing, knowledge application