| Introduction | | | | Each of the above mentioned definitions look |
| Knowledge is defined in many ways. The following | | | | similar and all have the same ending result, which |
| are definitions of knowledge. | | | | is to increase an organizations optimal |
| "Acquaintance with facts, truths, or principles, as | | | | performance and attain increased success for |
| form study or investigation." | | | | that company. Knowledge Management is not just |
| (Kmconnection, 2006) | | | | a simple process, but involves a large portion of |
| There is another definition "Capturing, organizing, | | | | time and structure to provide sufficient results. By |
| and storing knowledge and experiences ofindividual | | | | collecting, organizing and integrating a structured |
| workers and groups within an organization and | | | | practice, any organization can achieve their |
| making this information available toothers in the | | | | ultimate goals. |
| organization." (Knowledge Management online | | | | Discussion: IT Solutions/Systems developed for |
| definition, 2006) | | | | KM |
| The third definition: "The real managerial challenge | | | | There are four main areas in which the |
| is enabling knowledge creation; capturingis | | | | requirement of systematic KM is felt and fulfilled:o |
| by-product, information, is the easy part" ( library. | | | | The areas in which knowledge-related activities |
| ahima, 2006) | | | | are required for providing and checking thebasic |
| Knowledge is either tacit (cannot be represented) | | | | effect of knowledge management in the working |
| or explicit (may be shared). | | | | system.o The areas in which the knowledge |
| Explicit knowledge is defined as: "knowledge that | | | | infrastructure has to be created and maintained |
| has been or can be articulated, codified, andstored | | | | for theimprovement of the organization.o The |
| in certain media. The most common forms of | | | | Knowledge Management database has to be |
| explicit knowledge are manuals, documents, | | | | renewed and organized in such a way so that the |
| procedures, and stories. | | | | transformation is easy and useful.o To teach the |
| The tacit and explicit knowledge of the people in | | | | handling of knowledge to improve their effect on |
| an organization should be managed throughmaking | | | | the system. |
| an effective and smart strategy. This | | | | Most technology based concepts have been for |
| management of knowledge in an organization | | | | the most part been rooted in modus |
| iscalled knowledge management. | | | | operandimanuals, numerical models or |
| Knowledge Management helps an organization to | | | | programmed logic that confines the ideal solutions |
| act intelligently toward their strategic goal and be | | | | to the givenselection of the organization's |
| successful. The foundation of any organization is | | | | problems. |
| based on their knowledge and what kind of | | | | The Defense Acquisition University for instance at |
| strategy they practice and follow up. Managing | | | | Fort Belvoir, Va., has maintained Intranet and |
| knowledge in an organization has a focus on | | | | Internet websites, and has created distance |
| relevant knowledge related aspects such as: | | | | learning courses, as well as having operated the |
| computer based knowledge, economic aspects, | | | | IT and network infrastructure. The DAU is |
| and technology networks such as: e-mails, | | | | responsible for training and the technology and |
| groupware, portals and the other tools. According | | | | logistics workforce; therefore they require an |
| to Karl Wiig ( 1997) there are four areas of | | | | improved KM system. DAU's Knowledge Systems |
| knowledge management emphasis: | | | | provide tools and resources that maintain a |
| -Governance functions: monitor and facilities | | | | continuous learning presence for a 145,000 person |
| knowledge resource activities | | | | workforce, by means of online knowledge |
| - Staff functions: establish and update knowledge | | | | systems and communities of practice, to improve |
| infrastructure | | | | the performance of the workforce and its |
| - Operational functions: Create, review, build | | | | partners. They have developed several key |
| & organize knowledge assets | | | | knowledge systems which are listed as follows: |
| - Realize the values of knowledge: distribute | | | | -They have implemented the Acquisition |
| & apply knowledge assets affectivity | | | | Knowledge Sharing System, which is anessential |
| University and college faculties have been using | | | | gateway for all resources and information. This |
| e-learning systems due to give knowledge and | | | | provides an integrated butdecentralized |
| information to the other users. Some | | | | information system. |
| mathematicians built sophisticated system in order | | | | -They have created the Defense Acquisition |
| to demonstrate and teach mathematics (problem | | | | Guidebook (DAG) is an online reference |
| & their resolutions) in a very interesting and | | | | toacquisition policy and best practice for the DOD |
| effective way. | | | | acquisition community and its industrypartners. It |
| Knowledge Management is becoming a strong | | | | provides links to pertinent sections of the AKSS. |
| tool, using certain methods that help users | | | | The implementations have helped with |
| tocollect and organize knowledge that can be used | | | | communications, collaboration and sharing among |
| for various purposes. | | | | DOD services and agencies on a wide range of |
| What is the definition of Knowledge Management? | | | | topics. They also have enhanced admittance to |
| Despite the value of knowledge, it is almost | | | | attainment information, resources, and tools |
| impossible to come up with an objective definition | | | | across the DOD and have allowed sharing of |
| for "knowledge management" to | | | | service-developed products and tools. Other such |
| beunderstandable for everyone. In fact, it is very | | | | systems as the following are best suited for |
| difficult to give the exact definition for this term | | | | simpler organizations: |
| as many people mean different things by "KM". | | | | (a) Well-structured problem situations for which |
| The challenge for businesses these days is | | | | there exists strong consensual position on |
| toprovide the right information that leads to | | | | thenature of the problem situation, being the |
| effective knowledge that can be used to make | | | | Lockean Inquiry System. |
| betterdecisions. The thorough analysis of | | | | (b) Well-structured problems for which there |
| Knowledge Management gives grounds to single | | | | exists an analytic formulation with a solution, being |
| outprincipal constituents of attaining goals, and | | | | the Leibnizian Inquiry System. |
| clearly shows that: a) there is no specific right | | | | Ian Watson would argue that the only KM solution |
| way of doing knowledge management, b) there is | | | | that can provide a methodology for dealingwith |
| no right knowledge executive software program | | | | storing, retrieving, reviewing and so forth, and one |
| on the market and c) what works for | | | | that would also be controlled andmanaged the |
| organization A will not necessarily work for | | | | right way, would be Case Based Reasoning. This |
| organization B. Managing an organization's | | | | system would be an essential part of locating and |
| knowledge more effectively and exploiting it in the | | | | reviewing stored knowledge more effectively |
| marketplace isthe latest search for those seeking | | | | (Watson, p. 233). The fundamental power of CBR |
| a viable gain within their organization? Most likely, it | | | | is that it is simplistic, easy to understand as well |
| is true. | | | | as being computationally straightforward. |
| The interest in knowledge management has | | | | Knowledge management systems based upon the |
| surged during the last few years, with a | | | | Hegelian inquiry systems, would smooth the |
| growingnumber of publications, conferences and | | | | progress of multiple and contradictory |
| investment in knowledge management initiatives. | | | | interpretations of the important information. This |
| Infact, any action that makes use of and applies | | | | course of action would ensure that the main |
| knowledge can benefit from the controls | | | | information is the topic of recurrent assessments |
| ofknowledge management, and that covers most | | | | and revisions, given the changing reality. |
| managerial and professional activities. Therefore, | | | | Continuously challenging the current 'company |
| like other management tactics used previously, | | | | way,' such systems are expected to prevent the |
| numerous obtainable business practices such as: | | | | hub's potential from becoming that of tomorrow. |
| information management and intelligence | | | | If we are to assume that either of these |
| congregations are pending under the knowledge | | | | systems or solution tools is going to work, the |
| management cover area. Similarly, information | | | | organization needs to be up-to-date on what is |
| systems solutions such as document | | | | happening within their company and out in the |
| management and data warehousing are being | | | | marketplace. Knowledge Management will help to |
| similarly relabeled. | | | | identify current issues or areas that are lacking, |
| Definitions of Knowledge Management | | | | and bring the organization up to speed. |
| Knowledge Management may seem the same to | | | | The Hegelian inquiry systems are based on a |
| everyone, but there are various definitions found | | | | synthesis of multiple completely |
| all over that state otherwise. Although Knowledge | | | | antitheticaldepictions that are differentiated by |
| Management essentially does the same job with | | | | strong variances due to the dissimilar basic |
| respect to organizing an business' information, | | | | assumptions. |
| assets, structure and provides an organization | | | | Leibnizian systems are closed systems without |
| with a multitude of better and satisfying list of | | | | access to the external environment: they operate |
| objectives for a company to follow which will | | | | based on given axioms and may fall into |
| bring much more success and offer more | | | | competency traps based on diminishing returns |
| incentives to the employees on anintellectual level. | | | | from the 'tried and tested' heuristics embedded in |
| Below you will find three such definitions of what | | | | the inquiry processes. |
| Knowledge Management is: | | | | Each of these systems would be a benefit to the |
| 1)Knowledge Management is treated broadly and | | | | organization, given that by looking at the |
| is used to cover all that an organizationneeds to | | | | corematter, applying the right system for their |
| know to perform its functions. (Watson, 2002, p. | | | | trade and implementing the correct changes, they |
| 4) | | | | can achieve higher success in a closed |
| 2) Davenport and Prusak define KM as a fluid mix | | | | environment without losing anything pertaining |
| of framed experience, values, contextual | | | | toinformation, accessibility of information, |
| information, and expert insight that provides a | | | | employee standards or operation methods. |
| framework for evaluating and incorporating new | | | | Theorganization would be smooth running and can |
| experiences and information. (Dieng & Corby, | | | | achieve faster success. |
| 2000, p. 277) | | | | Conclusion |
| 3) KM is less to do with the relatively trivial | | | | Overall, with the incorporation of Knowledge |
| operational issues of collecting, storing and | | | | Management, any organization can attain a |
| communicating data, even in the vastly greater | | | | muchhigher rate of information gathering, sorting |
| quantities that now seem both possible and | | | | and resolution problem-solving than they had |
| necessary, than with a new impetus to examine | | | | before. |
| and perhaps, manage the meaning and context of | | | | By making sure that every employee also has |
| our work and organizational activity. (Holsapple, | | | | the proper training of using any new |
| 2002, p. 60-61) | | | | technologysystems that pertain to the information |
| It is clear by looking at the above mentioned | | | | collection, there should be any unforeseen |
| definitions, that each person has their own views. | | | | problems. |
| Take Watson for example, who feels that KM is | | | | At this day in age, it is nearly impossible for any |
| talked about on a much too broad level, | | | | organization to improve upon their systems |
| givingreally, unclear reasoning as to what KM really | | | | orbusiness without having put in place a proper |
| is. He does state that organizations need to know | | | | solution method, high-end technological system for |
| how to perform their functions, and that by using | | | | gathering and storing of information or any other |
| KM, this can be done. He is vague on the true | | | | such means. By not incorporating such systems |
| purpose of KM. On the other hand, Davenport | | | | for problem-solving, collecting and storing data, the |
| and Prusak interpret KM as mixed experiences; | | | | organization is leaving themselves open for |
| values and information are the backbone for | | | | market downfalls. There will be much needed |
| evaluating new experiences as well as information. | | | | implementations before the company could see |
| Looking at this aspect, you would not right away | | | | better margins or increased profitability. |
| get a clear definition of what KM is either. Even | | | | While most company's have introduced better |
| though the subject here is KM, this definition is not | | | | Knowledge Management systems to better |
| the same as the first one, as this gives a bit | | | | control their information collection and storing |
| more information as to the meaning of what KM | | | | methods, others have implemented new |
| might be. Having stated that KM involves | | | | information management practices. On the |
| experiences and values, where does information | | | | administrative side, some structures have |
| come into this? It comes from ones experiences | | | | loosened up and are more coordinated, faster IT |
| and knowledge of those experiences, which can | | | | facilities were put in place that enables them to |
| be harnessed and used for other purposes. Lastly, | | | | have separate teams and projects that form |
| we have Holsapple's definition which clearly states | | | | swiftly around new challenges. These have been |
| that KM is less about trivial issues of collecting, | | | | administered by using updated communication |
| storing and communicating data, than it has to do | | | | systems rather than finding and locating |
| with managing what the organization does and | | | | employees or through the use of managerial staff |
| what the goings-on are. This definition in itself is | | | | that walks around. These are what we call 'virtual |
| completely opposite than the others. It is not | | | | teams', meaning that these teams of people can |
| vague, nor does it offer us a one sided picture of | | | | locate and capture any necessary information on |
| what KM is. | | | | achieved progress, their clientele or even their |
| Overall, Knowledge Management is an activity | | | | competitors. |
| restraint that promotes a shared and | | | | By using new and improved systems such as the |
| integrativemove toward the establishment, | | | | ones mentioned above, collected information can |
| capture, organization, admission and use of | | | | be targeted and re-located to the proper section |
| informationresources, including the inferred, | | | | and stored in their main databases. Information |
| un-captured knowledge of people. It is the course | | | | networks can now be mapped, analyzed and |
| of action of converting information and rational | | | | managed with ease and at a faster rate then |
| assets into long-term significance. In an | | | | previously done. This ensures a better grounded |
| organizationalsetting, this would mean a methodical | | | | organization and can be more responsive to |
| move toward getting a business to make the | | | | changes happening or needed and will be able to |
| best possible use of knowledge in implementing its | | | | focus better while harnessing its employees and |
| undertaking, roughly viewed as either sustainable | | | | measuring any effects from its actions. |
| competitive improvement or lasting high routine. | | | | |