Based On The Above Material And Chapters Covered Answer The

Based On The Above Material And Chapters Covered Answer The Following

Based on the above material and chapters covered answer the following questions. Assignment Questions Question 1: Write a short essay about evolution of Knowledge management. Provide minimum three definitions of knowledge management with proper references. (1.5 Marks) Question 2: In Knowledge management why is it important to differentiate between information, data and knowledge? (1 Mark) Do we really need to convert tacit knowledge into explicit knowledge? Support your answer with proper references. According to Nonaka and Takeuchi SECI model, explain how knowledge conversion takes place? (1 Marks) Question 3: There are four main knowledge management cycles. Briefly describe each one of them. Highlight the crucial stage / Stages in each one of these knowledge management cycles. (1.5 Marks)

Paper For Above instruction

The evolution of knowledge management (KM) as a discipline has been marked by a dynamic interplay of philosophical, organizational, and technological developments over the past few decades. Initially rooted in the disciplines of information management and organizational learning, KM has expanded into a multifaceted field that seeks to leverage intangible assets for competitive advantage (Davenport & Prusak, 1998). This essay explores the evolution of KM by defining it from different perspectives and examining its historical development.

Early conceptualizations of knowledge management viewed it primarily as a way to systematically capture, store, and distribute organizational knowledge to improve efficiency. As the field matured, scholars recognized that knowledge is a valuable asset that is not just data or information but a deeply embedded organizational resource that fosters innovation and competitive advantage (Nonaka & Takeuchi, 1995). This recognition led to the development of various definitions of KM. For example, Alavi and Leidner (2001) define KM as “the process of creating, sharing, using and managing the knowledge and information of an organization.” Similarly, Choo (1996) emphasizes KM as the management of knowledge to facilitate decision-making and organizational learning, while Davenport and Prusak (1998) describe it as a systematic approach to handling knowledge assets. These definitions highlight differing emphases, from data handling to learning and innovation, reflecting the field’s multifaceted nature.

The evolution of KM can also be traced through technological advances, such as the advent of the internet, intranets, and knowledge repositories, which dramatically transformed how organizations capture and disseminate knowledge (Grover & Random, 2011). The shift from explicit to tacit knowledge, as proposed by Nonaka and Takeuchi (1995), marked a significant milestone, emphasizing the importance of intangible, experience-based knowledge that resides within individuals. Over time, KM has grown from a technological focus to a strategic management discipline integrating organizational culture, leadership, and social processes (Broadbent & Weill, 1997).

The importance of differentiating between data, information, and knowledge in KM cannot be overstated. Data are raw, unprocessed facts; information is data processed and contextualized; and knowledge is information that has been synthesized, understood, and embedded within organizational processes (Ackoff, 1989). This distinction is crucial because the value and application differ significantly at each level. Converting tacit knowledge into explicit knowledge is often debated; however, many argue that it is essential for organizational learning and sharing (Nonaka & Takeuchi, 1995). Tacit knowledge, which is highly personalized and difficult to articulate, must often be externalized to facilitate transfer, especially in collaborative and knowledge-sharing environments (Polanyi, 1966).

The SECI model by Nonaka and Takeuchi (1995) describes a dynamic process in which knowledge is converted through four modes: Socialization, Externalization, Combination, and Internalization. Socialization involves sharing tacit knowledge through shared experiences; Externalization converts tacit knowledge into explicit concepts via dialogue and reflection; Combination involves systemizing and integrating different pieces of explicit knowledge; and Internalization is the process of individuals embodying explicit knowledge as tacit knowledge through practice. This spiral process facilitates continuous knowledge creation and transformation within organizations, enabling knowledge to evolve from individual to organizational levels.

Furthermore, the management of knowledge involves four main cycles: creation, storage/retrieval, dissemination, and application. The creation cycle focuses on generating new knowledge through innovation and learning; the storage and retrieval cycle ensures that knowledge is captured, organized, and accessible for future use; dissemination involves sharing knowledge across the organization; and the application cycle emphasizes utilizing knowledge to improve processes, products, or services. Each cycle has crucial stages, such as knowledge acquisition, codification, distribution, and utilization, which are vital for sustaining an effective KM system (Becerra-Fernandez & Sabherwal, 2014).

In conclusion, the evolution of knowledge management reflects a progression from technological tools to a holistic approach encompassing organizational culture, strategy, and social processes. Its definitions have broadened from simple data handling to encompass complex knowledge creation and sharing mechanisms. Differentiating among data, information, and knowledge is essential in understanding how to effectively manage organizational assets. The SECI model provides a foundational framework for understanding knowledge conversion, while the four main cycles of KM highlight the importance of continuous processes for innovation and competitive advantage.

References

• Ackoff, R. L. (1989). From data to knowledge. Journal of Applied Systems Analysis, 16(3), 3-9.
• Alavi, M., & Leidner, D. E. (2001). Knowledge management and knowledge management systems: Conceptual foundations and research issues. MIS Quarterly, 25(1), 107-136.
• Becerra-Fernandez, I., & Sabherwal, R. (2014). Knowledge Management: Systems and Processes. Routledge.
• Broadbent, M., & Weill, P. (1997). Improving business working through effective knowledge management. Information Systems Management, 14(1), 51-64.
• Choo, C. W. (1996). The knowing organization: How organizations use information to construct meaning. Oxford University Press.
• Davenport, T. H., & Prusak, L. (1998). Working knowledge: How organizations manage what they know. Harvard Business School Press.
• Grover, V., & Random, D. (2011). An empirical investigation of knowledge management implementation in Indian organizations. Journal of Knowledge Management, 15(3), 524-543.
• Nonaka, I., & Takeuchi, H. (1995). The knowledge-creating company: How Japanese companies create the dynamics of innovation. Oxford University Press.
• Polanyi, M. (1966). The Tacit Dimension. Routledge & Kegan Paul.