Classification of Knowledge Management System....?

Knowledge Management Systems (KMS) refers to a class of systems developed to support the processes of knowledge creation, storage/retrieval, transfer and application (Alavi and Leidner, 2001). Knowledge Management idea in organisation is becoming important and firms are making significant IT investments in deploying knowledge management systems.

 

There are several authors and there are several standpoints on there classification of KMS. In 2004, Becerra- Fernandez, et al. KM systems can be classified into four kinds they are,

1. Knowledge Discovery Systems
   

       It supports the development of new tacit or explicit knowledge from data and information or from the mixture of prior knowledge. Knowledge discovery systems rely on mechanisms and technologies that can support the combination and the socialization processes.    
   

2. Knowledge Capture Systems
   

       It supports the process of retrieving either explicit or tacit knowledge that resides within people, artefacts, or organisational entities. Knowledge capture systems rely on Mechanisms and Technologies that support Externalization and Internalization.
   

3. Knowledge Sharing Systems
   

       It supports the process through which explicit or implicit knowledge is communicated to other individuals. Knowledge sharing systems rely on Mechanisms and Technologies that support socialisation.
   

4. Knowledge Applications Systems
   

        It supports the process through which some individuals utilize knowledge possessed by other individuals without actually acquiring or learning that knowledge. Mechanisms and Technologies support knowledge application systems by facilitation routines and direction

According to Alavi and Leidner (2001) there are three common applications of IT to organisational knowledge management initiatives:

1. Knowledge Creation
   

       This model views organizational knowledge creation as continuous interaction between the tacit and explicit dimensions of knowledge and the flow of knowledge passes through individual, group, and organizational levels.
   

2. Knowledge Storage / Retrieval
   

       This organisational memory resides in various forms, including written documentation, structured information stored in electronic databases.
   

3. Knowledge Transfer
   

       Its being an important process in knowledge management where transfer occurs at various levels, transfer of knowledge between individuals, from individuals to explicit sources, from individuals to groups, between groups, across groups and from the group to the organisation.
   

4. Knowledge Application
   

       Technology can support knowledge application by embedding knowledge into organizational routines. Procedures that are culture-bound can be embedded into IT
   

    After comparing both the author's views, it seems that they both have similar classification but moulded differently, lets consider Knowledge Discovery systems and Knowledge Creation which to an extend have a similar meaning of newly knowledge creation. In knowledge capture systems and knowledge storage /retrieval process have the same objective of capturing knowledge and storing it for further process. In knowledge sharing systems and Knowledge Transfer there is one disparity where in knowledge sharing systems, knowledge is shared with one another whereas in knowledge transfer knowledge is passed from one person to another. Last but not least knowledge applications systems and knowledge application have similar understanding

    A knowledge management system captures a view of the person's knowledge representation. Then further knowledge representation is passed onto others by means of a verbal view or In case of a computer program, it resides in a database that may be utilized by others. It is only a view as further experiences and learning's within the creator may change the knowledge representation, while the views remain the same. Others may make use of the knowledge representation views by using into the KM system and then combining it with their prior knowledge. This in turn forms a new or modified knowledge representation. This knowledge representation is then applied to solve a personal or business need, or explain a phenomenon. [Clark, D (2004)]

Reference

Alavi, Maryam and Dorothy Leidner, "Review: Knowledge management and knowledge management systems: Conceptual foundations and research issues" In MIS Quarterly, March 2001. Volume 25 (3)

Becerra-Fernandez, I., Gonzalez, A., and Sabherwal, R. 2004. Knowledge Management – Challenges, Solutions and Technologies. Pearson/Prentice Hall.

Clark, D., 2004, Knowledge Management, Available at [http://www.skagitwatershed.org/~donclark/knowledge/km.html, 27/03/09, 2009]

Knowledge Management in a Business Environment..?

A knowledge organisation is been defined as "…an entity that realizes the importance of its knowledge, internal and external, to the organisation, and applies techniques to maximize the use of this knowledge to its employees, shareholders and customers." [Liebowitz and Beckman, 1998]

In today's modern world organisations mainly depends on decision makers to make "mission-critical" decisions based on the inputs from multiple sources. In an ideal scenario where decision makers are making decision on the basis of either others conclusions or from its own lengthy experience which allow them to act quickly and decisively on the information. Further going in depth of organisation the most vital resource is Collective Knowledge which resides in the minds of an organisation's employees, customers and vendors. If the organisation knows how to manage this knowledge they can have many benefits in terms of business competencies, accelerating innovation and time to market, improving cycle times and decision making, strengthening organisational commitment and building sustainable competitive advantage [Davenport and Prusak, 1998]

An organisation contains widespread hierarchy structure. There are several departments which may be interlinked with each others, where knowledge sharing is taking place. In my view organisational structure is underpinned by knowledge management. According to Becerra- Fernandez, et al., (2004), Organisation impacts of Knowledge Management are categorized with four P's i.e. People, Processes, Products and Performance which is shown in Fig 1.0 and classified in the following points.

Impacts on People –

KM can help develop employees to learn and give exposure to upgrade their knowledge with the updating market, In addition with upgrading knowledge or adopting shared information, if employees are well aware of ongoing and future changes they are less likely to get surprised or in other words employees would be better prepared for change. Job Satisfaction impacts on people where knowledge acquisition and skill enhancement and also enhance the market value compare to the other organisation. KM also provides employees with solution to problems they face in case somebody else would have faced and would have solution to it, which can be shared to consume valuable time and effective piece of work.

Impacts on Processes –

Processes are the step by step guide for performing a task or action, where KM enables improvements in organisational process in all the departments by providing suitable effective process for decision making with fewer errors. It also enables process to complete early with low cost and generate efficient values which directly links to Cost Savings and Improved Productivity, Innovating new process for either improving the existing process or creating a new step for a certain process which would result in better use of new ideas and improved brainstorming.

Impacts on Products –

Organisation Products are also impacted by KM where the impact is seen in two ways value-added products and knowledge-based products, The Value-added products are the products which are already exist in the market but added offers, it's either a new products or improved product which add value as compared with earlier products. Due to organisational process innovation value added products get benefited from KM. Knowledge Based products are basically gained by naturally or with lengthy experienced knowledge for example Consulting and Software Development Industries, Lets consider an auto consultant who goes for a car bid and quickly access and combine the best knowledge and bid on proposal. In such industries, knowledge management is necessary for survivals.

Impacts on Organisational Performance –

KM in an organisation could also cause either direct or indirect impact on organisational performance. Direct impact of KM on organisational performance occurs when knowledge is properly used in an organisation where revenue is generated from the implemented KM and where KM strategy is aligned with Business strategy. Indirect KM on organisational performance would impact on the activities which are not linked with strategy, revenue and cost. For example, by using KM if the bank customer executives convince the customer who would in turn gives the customer loyalty, therefore these activities cannot be measured easily.

The above diagram explains about the knowledge management in an organisation which is directly linked to People, Process, Products and Performance which is interlinked in some or the other form where knowledge gain by the people is result in good products and efficient process results in high performance.

The process of sharing knowledge or transfer of knowledge within the organisation brings the self development within the employees as well increase the capital of the company in term of Intellectual Wealth. Organisational knowledge assets are a major component of these intangible assets which is also known as intellectual capital. In one of the magazine a collective view of many CEOs who agree that their most competitive advantage is their "Brainware" or their "Human Capital". According to Liebowitz, j. (1999)

"Knowledge Management deals with the process of creating value from an organisation's intangible assets….."

Some companies, like Caterpillar, got a problem where one third of their employees will retire in the next five years. Caterpillar is looking at knowledge management strategies to best collect their knowledge and make it available in an interactive mode to those at Caterpillar who could benefit from their knowledge.

Reference:

Liebowitz, J. and Beckman, T. 1998. Knowledge Organizations: What Every Manager Should Know. Boca Raton, Florida: St. Lucie Press.

Davenport, T.H., and Prusak, L. 1998. Working Knowledge: How Organisations Manage What They Know. Boston: Harvard Business School Press.

Becerra-Fernandez, I., Gonzalez, A., and Sabherwal, R. 2004. Knowledge Management – Challenges, Solutions and Technologies. Pearson/Prentice Hall.

Liebowitz, j. (Ed.) (1999), The Knowledge Management Handbook, CRC Press, Boca Raton, FL.

Knowledge Management Schools....!

What is Schools….?

At first when I read this term "Schools" I came to a conclusion by relating it to the past where I have studied, But after doing a bit of research on it, I came to know that Schools of Knowledge Management is different subject; Where Schools are the classification or typology of knowledge management.

Schools of Knowledge Management....?

In 2001, Michael Earl has come up with 7 Schools of knowledge management which was known as "Earl's 7 Schools". The first three schools were considered as "Technocratic" because they are based on management technologies, which support the day to day task of employers.

The First schools in the technocratic group consist of "Systems". The fundamental idea of this school is a computer system capture, store, organize and display knowledge derived from expertise and experience. Gist of this school as Knowledge Repository

The Second school is "Cartographic". It's mainly about mapping the organisational knowledge. The good example here is having a Knowledge Base. Where knowledge sharing and retrieving of knowledge can take place from a central place in an organisation. Gist of this school as Knowledge Map

The Third school is "Engineering". Its origin is business process reengineering. If you give knowledge workers access to knowledge and information, performance and adaptation of management processes are likely to improve Gist of this school as Knowledge Sharing

The Fourth school is labelled as "Economic". This fourth school in Economic group is known as "Commercial". It mainly considers knowledge as an asset. It is also considered as higher level of classification because it consists of protecting internal knowledge and intellectual knowledge to generate revenue income Gist of this school as Knowledge Exploitation

The Fifth school is labelled as "Behavioural". This fifth school in the Behavioural group is known as "Organisational". It's mainly forming a network, sharing or pooling knowledge. This is known as Knowledge Communities.

The Sixth school is "Spatial". The spatial school is more a design for emergence philosophy of knowledge management. In particular, it centres on the use of space to facilitate. Knowledge exchange

The Seventh school is "Strategic". The strategic school sees knowledge management as a dimension of competitive strategy.

Reference
Earl, M. (2001), Journal of Management Information Systems/summer 2001, Vol 18, No 1. Pg. 215-233. Available at (http://staffweb.ncnu.edu.tw/hyshih/download/KM/Paper/KM%20strategy%20taxonomy.pdf, 02/18/09, 2009)

Sayings of Sant Kabir

Him whom I went out to seek,

I found just where I was:

He now has become myself

Whom before I called `Another'!

[Sayings of Sant Kabir]

Look at you, you madman!
Screaming you are thirsty
And dying in a desert,
When all around you
There is nothing but water

Man is but a doll made from five elements,
To whom a human's name is given ...
We are but guest of four days,
Yet we take up so much room!

Reference
1) Rajendran, A. (2008), Sayings of Sant Kabir, Hindu Blog