Knowledge Management Assignment 1 Deadline 13/10/2020 23:59

Knowledge Managementassignment 1deadline 13102020 2359instructio

Read the material covered in week 2 to week 4 thoroughly from book as well as other sources. Some of the useful links are given below.

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. Question 2: a) In Knowledge management, why is it important to differentiate between information, data and knowledge? b) 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? 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.

Paper For Above instruction

Knowledge management (KM) has emerged as a vital discipline in the realm of organizational studies, aiming to enhance the creation, sharing, and application of knowledge within organizations. Its evolution reflects the changing needs and understanding of information and knowledge's role in achieving competitive advantage. This essay explores the development of KM, its definitions, and core concepts including the differentiation between data, information, and knowledge, as well as the cycle processes that underpin effective knowledge management.

Evolution of Knowledge Management

The evolution of knowledge management can be traced back to the early days of organizational learning and information systems, gradually transforming into a comprehensive discipline focused on leveraging knowledge for organizational success. Initially, organizations relied heavily on information technology systems to manage data, but over time, it became evident that managing explicit knowledge alone was insufficient. The recognition of tacit knowledge—the personal, context-specific knowledge residing within individuals—instigated a shift towards more holistic approaches. As Nonaka and Takeuchi (1995) emphasized, the dynamic interconversion between tacit and explicit knowledge became central to the KM paradigm. The 1990s witnessed a surge in literature emphasizing knowledge sharing, organizational learning, and the importance of creating a knowledge-sharing culture. Today, KM is viewed as a strategic asset that fosters innovation, learning, and competitive advantage.

Various scholars have proposed definitions of knowledge management, capturing its multifaceted nature. For instance, Ramachandran and Madhusudhan (2009) define KM as “a systematic process of creating, sharing, using and managing the knowledge and information of an organization.” Similarly, Alavi and Leidner (2001) describe it as “a process of capturing, distributing, and effectively using knowledge.” Lastly, Sveiby (1997) sees KM as “the management of intangible assets—competencies, know-how, and intellectual property—that provide competitive advantage.” These definitions highlight the evolution from information processing to strategic management of intangible assets.

Differentiating Between Data, Information, and Knowledge

Understanding the differences between data, information, and knowledge is fundamental to effective KM processes. Data comprises raw, unprocessed facts devoid of context—numbers, symbols, or characters that by themselves hold little meaning. For example, a list of sales figures is simply data. When data is processed or organized to reveal meaningful patterns or insights, it becomes information. For instance, sales data organized by month shows trends that can inform decision-making. Knowledge, on the other hand, is the contextual understanding and experiential insights derived from information; it is the application of information within a specific context to solve problems or make decisions.

Converting tacit knowledge into explicit knowledge is essential in organizations to facilitate knowledge sharing and organizational learning. Tacit knowledge—personal know-how—is often difficult to articulate and transfer, yet critical for innovation and competitive advantage. Converting it into explicit knowledge makes it easier to codify, document, and disseminate across the organization (Nonaka & Takeuchi, 1995). However, this conversion is challenging because tacit knowledge is deeply rooted in individual experience and context. Therefore, organizations need to balance the effort of codification with the recognition of tacit knowledge's unique value (Polanyi, 1966).

The SECI Model and Knowledge Conversion

Nonaka and Takeuchi’s (1995) SECI model describes four modes of knowledge conversion: Socialization, Externalization, Combination, and Internalization. Starting with socialization, tacit knowledge is shared directly through shared experiences, mentoring, or observation. Externalization involves articulating tacit knowledge into explicit concepts, often through dialogue or metaphors. This is a key stage because it transforms personal insights into formal knowledge that can be documented. Combination refers to systematizing different sets of explicit knowledge—such as combining reports or databases—to develop more comprehensive knowledge frameworks. Internalization is the process of embodying explicit knowledge back into tacit knowledge through practice and experience. This cyclical process facilitates continuous knowledge creation and innovation within organizations, emphasizing the dynamic nature of knowledge flows (Nonaka & Konno, 1998).

The Four Main Knowledge Management Cycles

There are four principal cycles in knowledge management: the Knowledge Creation Cycle, Knowledge Storage Cycle, Knowledge Sharing Cycle, and Knowledge Utilization Cycle. Each cycle involves critical stages that ensure the effective flow of knowledge within an organization.

1. Knowledge Creation Cycle

This cycle involves the generation of new knowledge through processes like innovation, experimentation, and learning. Key stages include experimentation, where new ideas are tested, and socialization, where insights are shared informally. The crucial stage is the contextualization of new ideas into the organizational framework, enabling their integration into existing knowledge assets.

2. Knowledge Storage Cycle

This cycle focuses on capturing and codifying knowledge for easy retrieval and protection. Essential stages include documentation and classification, which make knowledge accessible. The critical point here is effective cataloging to ensure that stored knowledge remains relevant and retrievable for future use.

3. Knowledge Sharing Cycle

This cycle emphasizes disseminating knowledge across the organization through formal and informal channels. The pivotal stage is communication, which can involve meetings, collaborative platforms, or social interactions facilitating the exchange of insights and expertise.

4. Knowledge Utilization Cycle

The final cycle involves applying knowledge to solve problems, make decisions, and improve processes. The key stages are decision-making and implementation, where knowledge is actively used to impact organizational performance.

In conclusion, effective knowledge management requires understanding these cycles and the critical stages within each process, which collectively foster organizational learning, innovation, and competitive advantage.

References

• Alavi, M., & Leidner, D. E. (2001). Review: Knowledge management and knowledge management systems: Conceptual foundations and research issues. MIS Quarterly, 25(1), 107-136.
• 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.
• Ramachandran, V., & Madhusudhan, R. (2009). Knowledge management: An overview. Journal of Information & Knowledge Management, 8(2), 137-147.
• Sveiby, K. (1997). The new organizational wealth: Managing & measuring knowledge-based assets. Berrett-Koehler Publishers.
• Nonaka, I., & Konno, N. (1998). The concept of ‘Ba’: Building a foundation for knowledge creation. California Management Review, 40(3), 40-54.