Knowledge management
Knowledge management (KM) is the collection of methods relating to creating, sharing, using and managing the knowledge and information of an organization.[1] It refers to a multidisciplinary approach to achieve organizational objectives by making the best use of knowledge.[2]
Not to be confused with Content management or Information management.
An established discipline since 1991,[3] KM includes courses taught in the fields of business administration, information systems, management, library, and information science.[3][4] Other fields may contribute to KM research, including information and media, computer science, public health and public policy.[5] Several universities offer dedicated master's degrees in knowledge management.
Many large companies, public institutions, and non-profit organisations have resources dedicated to internal KM efforts, often as a part of their business strategy, IT, or human resource management departments.[6] Several consulting companies provide advice regarding KM to these organizations.[6]
Knowledge management efforts typically focus on organisational objectives such as improved performance, competitive advantage, innovation, the sharing of lessons learned, integration, and continuous improvement of the organisation.[7] These efforts overlap with organizational learning and may be distinguished from that by a greater focus on the management of knowledge as a strategic asset and on encouraging the sharing of knowledge.[2][8] KM is an enabler of organizational learning.[9][10]
The most complex scenario for knowledge management may be found in the context of supply chain as it involves multiple companies without an ownership relationship or hierarchy between them, being called by some authors as transorganizational or interorganizational knowledge. That complexity is additionally increased by industry 4.0 (or 4th industrial revolution) and digital transformation, as new challenges emerge from both the volume and speed of information flows and knowledge generation.[11]
History[edit]
Knowledge management efforts have a long history, including on-the-job discussions, formal apprenticeship, discussion forums, corporate libraries, professional training, and mentoring programs.[2][10] With increased use of computers in the second half of the 20th century, specific adaptations of technologies such as knowledge bases, expert systems, information repositories, group decision support systems, intranets, and computer-supported cooperative work have been introduced to further enhance such efforts.[2]
In 1999, the term personal knowledge management was introduced; it refers to the management of knowledge at the individual level.[12]
In the enterprise, early collections of case studies recognised the importance of knowledge management dimensions of strategy, process and measurement.[13][14] Key lessons learned include people and the cultural norms which influence their behaviors are the most critical resources for successful knowledge creation, dissemination and application; cognitive, social and organisational learning processes are essential to the success of a knowledge management strategy; and measurement, benchmarking and incentives are essential to accelerate the learning process and to drive cultural change.[14] In short, knowledge management programs can yield impressive benefits to individuals and organisations if they are purposeful, concrete and action-orientated.
Knowledge management (KM) technology can be categorised:
These categories overlap. Workflow, for example, is a significant aspect of a content or document management systems, most of which have tools for developing enterprise portals.[7][59]
Proprietary KM technology products such as HCL Notes (Previously Lotus Notes) defined proprietary formats for email, documents, forms, etc. The Internet drove most vendors to adopt Internet formats. Open-source and freeware tools for the creation of blogs and wikis now enable capabilities that used to require expensive commercial tools.[36][60]
KM is driving the adoption of tools that enable organisations to work at the semantic level,[61] as part of the Semantic Web.[62] Some commentators have argued that after many years the Semantic Web has failed to see widespread adoption,[63][64][65] while other commentators have argued that it has been a success.[66]
Knowledge barriers[edit]
Just like knowledge transfer and knowledge sharing, the term "knowledge barriers" is not a uniformly defined term and differs in its meaning depending on the author.[67] Knowledge barriers can be associated with high costs for both companies and individuals.[68][69][70] Knowledge barriers appear to have been used from at least three different perspectives in the literature:[67] 1) Missing knowledge about something as a result of barriers for the share or transfer of knowledge. 2) Insufficient knowledge based on the amount of education in a certain field or issue. 3) A unique individual or group of humans' perceptual system lacks adequate contact points or does not fit incoming information to use and transform it to knowledge.
Knowledge retention is part of knowledge management. It helps convert tacit form of knowledge into an explicit form. It is a complex process which aims to reduce the knowledge loss in the organization.[71] Knowledge retention is needed when expert knowledge workers leave the organization after a long career.[72] Retaining knowledge prevents losing intellectual capital.[73]
According to DeLong(2004) [74] knowledge retention strategies are divided into four main categories:
Knowledge retention projects are usually introduced in three stages: decision making, planning and implementation. There are differences among researchers on the terms of the stages. For example, Dalkir talks about knowledge capture, sharing and acquisition and Doan et al. introduces initiation, implementation and evaluation.[75][76] Furthermore, Levy introduces three steps (scope, transfer, integration) but also recognizes a "zero stage" for initiation of the project.[72]
Knowledge audit[edit]
A knowledge audit is a comprehensive assessment of an organization's knowledge assets, including its explicit and tacit knowledge, intellectual capital, expertise, and skills. The goal of a knowledge audit is to identify the organization's knowledge strengths and gaps, and to develop strategies for leveraging knowledge to improve performance and competitiveness. Knowledge audit helps ensure that an organization's knowledge management activities are heading in the right direction. It also reduces the making of incorrect decisions. Term knowledge audit is often used interchangeably with information audit, although information audit is slightly narrower in scope.[77][78]
The requirement and significance of a knowledge audit can vary widely among different industries and companies. For instance, within the software development industry, knowledge audits can play a pivotal role due to the inherently knowledge-intensive nature of the work. This contrasts with sectors like manufacturing, where physical assets often take more important role. The difference arises from the fact that in software development companies, the skills, expertise, and intellectual capital, often overshadow the value of physical assets. [79]
Knowledge audits provide opportunities for organizations to improve their management of knowledge assets, with the goal of enhancing organizational effectiveness and efficiency. By conducting a knowledge audit, organizations can raise awareness of knowledge assets as primary factors of production and as critical capital assets in today's knowledge economy. The process of a knowledge audit allows organizations to gain a deeper understanding of their knowledge assets. This includes identifying and defining these assets, understanding their behavior and properties, and describing how, when, why, and where they are used in business processes. [79]