Data, Information, And Organizational Knowledge Assignment O

Data Information And Organizational Knowledgeassignment Overviewever

Data, Information, and Organizational Knowledge Assignment Overview Every company has, to a greater or lesser extent, an information subsystem -- that is, a means by which it gathers data, interprets it, and makes it available to employees through a distribution system. Whether we are talking about marketing information, cost projections, accounting results, or internal quality reports, every company depends on knowledge to support its planning, decision-making, and control. So how does knowledge fit into the picture? The emergence of the field called knowledge management has highlighted some key propositions in the last 10 years or so. All organizations are storehouses of knowledge that operate in information-rich environments made up of people and things both inside and outside the organization itself. Organizations organize, interpret, and evaluate this information to solve organizational problems. Knowledge is the primary mechanism for processing and utilizing information. People's brains are the key knowledge resource of any organization. Codified knowledge stored in books, audio, videotapes, and computer systems can be an important knowledge resource as well. There are organizational processes and strategies for IT management and management in general. Therefore, processes and strategies in particular can significantly enhance the ability of organizations to use their knowledge resources for problem solving. Several of these themes will come up again in later modules in this course. But by way of introduction to the subject, let's take a look at some views of how knowledge works. Read and review each of the lectures in Frost’s Knowledge Management site to gain a good understanding of KM and its relation to data, information, and knowledge. Frost, A. (2015). Knowledge Management. KMT An Educational KM Site. Retrieved from Leonard, D., & Swap, W. (2005). The Knowledge Coach. HBS Working Knowledge. Retrieved from:

Case Assignment

The Case assignment for Module 1 consists of two parts.

Part I introduces the notion of computer basics.

Part II analyzes the Kokubu Food Company, providing an opportunity to appreciate how companies use and differentiate among data, information, and knowledge.

Part 1:

Please review the following tutorials on computer basics and answer the questions below. The tutorials are located at What are computers? [video 1], Understanding Operating Systems [video 2], Understanding Applications [video 3], Understanding the Cloud [video 4]. After watching the videos, please answer the following questions in 2-3 pages:

• What operating system does your computer use?
• What are some examples of applications residing in your personal computer?
• Do you use any apps or websites now that you think are cloud-based?
• How is a web app different from a desktop application?

Part 2:

For part II of the assignment, read the required articles and then write a 3-5 page paper answering the Kokubu case study questions. Be sure your discussion demonstrates that you understand the meanings and differences between data, information, and knowledge. In your discussion, give a real-world example of data, knowledge, and information in the context of the Kokubu Food Company.

Kokubu management has asked you to be the company consultant and prepare a management analysis of the business to help assess the firm’s current situation and future plans. To familiarize yourself with Kokubu’s background, you should review the corporate information, functions, and social and environmental conservation activities on the website. Particular attention must be given to how IT supports Kokubu’s operations and knowledge management activities. Review the Kokubu website at [URL], and after finding the answers to the Case questions, prepare a 3-5 page analysis addressing:

• What organizational trends are evident in the Kokubu case regarding the business environment, management, and technology?
• Discuss the IT applications in the company's operations as described in the website.
• Why is the company considered customer-focused?
• The CEO mentioned that his company “created a culture where people are addicted to data, information, and knowledge.” What does he mean by that, and what are the benefits and drawbacks of such a culture?

Ensure you include at least two outside scholarly references when writing the case analysis. The entire case report, including both parts, should be 5-8 pages in length, excluding cover page and references. Your submission will be evaluated on precision, clarity, breadth, depth, and critical thinking, demonstrating your understanding of the key concepts and concepts from required readings.

Paper For Above instruction

The integration of data, information, and knowledge within organizations plays a pivotal role in modern business operations, particularly in understanding how companies like Kokubu Food Co. leverage technology for strategic advantage. This paper explores the foundational concepts of data management, differentiates among data, information, and knowledge, and critically analyzes Kokubu’s utilization of IT, management practices, and corporate culture to enhance business performance.

Part I: Computer Basics and Personal Computing Technologies

Understanding the technological infrastructure in organizations begins with comprehending the basic workings of computers. Modern computers operate on various operating systems (OS), which serve as the backbone for running applications and managing hardware resources. On my personal computer, for instance, the operating system is Windows 10. This OS supports various applications that enable productivity, communication, and entertainment. Examples of applications include Microsoft Office Suite (Word, Excel, PowerPoint), web browsers like Google Chrome, email clients such as Outlook, and multimedia tools like VLC media player.

Regarding cloud-based applications, I regularly utilize Google Drive for document storage and collaboration, Gmail for email communication, and Google Calendar for scheduling—services that are fundamentally cloud-based. Cloud applications differ from desktop applications primarily in their accessibility and storage models; web apps are accessed via internet browsers and require an active internet connection, storing data on remote servers. Desktop applications, on the other hand, are installed locally on a device and operate independently of internet connectivity, providing faster access but limited mobility.

Part II: Case Analysis of Kokubu Food Company

To appreciate how Kokubu Food Co. manages its data, information, and knowledge, it is essential to understand its business operations and strategic use of IT. Based on the company's website and available resources, Kokubu operates in a highly competitive food industry with a focus on sustainability, customer satisfaction, and technological innovation. The company integrates advanced IT systems for supply chain management, inventory tracking, customer feedback analysis, and environmental initiatives.

In this context, data refers to raw facts collected during operations, such as sales figures, inventory levels, or supplier delivery times. Information emerges when this data is processed and organized—for example, sales reports that reveal seasonal trends or most popular products. Knowledge is derived by applying insights to decision-making—such as adjusting supply chain logistics based on sales trends to minimize waste or improve delivery times.

For instance, Kokubu's customer feedback surveys represent data points that, when processed, give insights into customer preferences—information—which inform decisions like product development. Accumulating knowledge from these insights enables Kokubu to tailor its offerings and marketing strategies effectively. This reflective process exemplifies the company's strategic emphasis on data-driven decision-making, fostering agility and customer-centricity.

Organizational trends within Kokubu highlight increased digitalization, sustainability commitments, and a focus on building a data-oriented corporate culture. The company utilizes Enterprise Resource Planning (ERP) systems, Customer Relationship Management (CRM) tools, and digital marketing platforms, illustrating a trend toward integrated technology adoption to streamline operations and enhance customer engagement.

The company's customer-centered approach is evident in its commitment to transparency, quality assurance, and sustainability initiatives. Kokubu emphasizes environmental conservation and social responsibility, which appeals to ethically conscious consumers and strengthens brand loyalty. The belief that “people are addicted to data, information, and knowledge” signifies a cultural shift emphasizing data literacy and proactive decision-making. This cultural orientation fosters innovation, operational efficiency, and responsiveness but may also pose challenges like information overload and dependency on data accuracy.

Conclusion

In summation, Kokubu Food Company exemplifies how modern organizations utilize information systems to derive value from data, inform strategies, and foster a culture of continuous learning and improvement. The company's focus on integrating IT applications across operations exemplifies a broader trend towards digital transformation in the food industry, emphasizing sustainability and customer-centric practices. While cultivating a data-driven culture offers substantial benefits, including improved decision-making and competitiveness, it warrants careful management of potential drawbacks such as over-reliance on technology and data quality issues. Understanding these dynamics provides valuable insights into how knowledge management and IT strategies underpin contemporary business success.

References

• Brynjolfsson, E., & McAfee, A. (2014). The Second Machine Age: Work, Progress, and Prosperity in a Time of Brilliant Technologies. W. W. Norton & Company.
• Leonard, D., & Swap, W. (2005). The Knowledge Coach. Harvard Business School Working Knowledge.
• Frost, A. (2015). Knowledge Management. KMT Educational KM Site. Retrieved from [URL]
• Nonaka, I., & Takeuchi, H. (1995). The Knowledge-Creating Company: How Japanese Companies Create the Dynamics of Innovation. Oxford University Press.
• Porter, M. E., & Heppelmann, J. E. (2014). How Smart, Connected Products Are Transforming Competition. Harvard Business Review, 92(11), 64-88.
• Prahalad, C. K., & Ramaswamy, V. (2004). Co-creating Unique Value with Customers. Strategy & Leadership, 32(3), 4-9.
• Shah, S., & Zhu, K. (2018). From Data to Knowledge: Theory and Practice. Journal of Business Research, 96, 267-276.
• Wang, S., & Ahmed, P. K. (2007). Practice-Based and Theory-Based Knowledge Sharing: Implications for Enhancing Innovation Capability. Journal of Business Research, 60(3), 337-345.
• Xu, H., Teo, H. H., Tan, B. C., & Agarwal, R. (2010). The Role of Push-Pull Technology in Privacy-Sensitive Personalization. Communications of the ACM, 51(4), 54-59.
• Zack, M. H. (1999). Developing a Knowledge Strategy. California Management Review, 41(3), 125-145.