Knowledge management (KM) is a multi-disciplinary, multi-technological field. Not just because knowledge itself is at the heart of every discipline (and as such, has many definitions, contexts and interests surrounding it) but because the management of it is founded on a number of different theories. Baskerville and Dulipovici (2006), for instance, provide an account of the theoretical foundations which covers many different aspects from different points of view. In order to present an introductory tour around the foundations, the auhtors structure it around a specific taxonomy. They devise three main purposes related to KM: the rationale behind the terminology and the use of KM, the process definition through which KM is achieved and technologically supported, and the evaluation of KM efforts.
The rationale of KM has been informed mainly by information economics and strategic management, indicating the organizational and strategic philosophy behind KM. This has resulted in some of the "classic" concepts behind KM, such as intellectual capital and dynamic capabilities. Specific concepts or theories that have been developed out of this tradition for KM include: knowledge networks, continuity management, knolwedge marketplaces and knowledge capabilities. In a way, this tradition sees many authors relating knowledge to other classic organizational resources or assets in order to use them in a strategic way, either by enabling a firm to create value out of the production and sharing of knolwedge, or pushing the firm to establish knolwedge-based alliances with other partners.
With respect to the process definition, we see a variety of disciplines required to develop a particular KM strategy, favoring a knowledge culture and using information and communication technology (ICT) in order to support this strategy with an eye on creating value and fostering innovation within an organization. Accordingly, Baskerville and Dulipovici, include many different theories related to this KM dimension based on four foundations: organizational culture, structure and behavior, as well as artificial intelligence. Through this foundations, research has contributed an array of concepts and frameworks to develop a knowledge culture through a specific knowledge structure and with a specific KM process (i.e. creation, codification and transfer / use). This organizational design is typically supported by a knolwedge infrastructure which is supported on knolwedge-based systems and data mining techniques in order to exploit ICT for KM purposes.
Regarding evaluation, the taxonomy proposes quality management and organizational performance as the foundations that lead to specific ways in which knolwedge and knowledge management can be assessed in a firm. Aside from financial measures (which try to pin down KM to the bottom-line in terms of cost and benefit), more qualitative frameworks are also avaialble.
In sum, KM is structured around economics, organizational theory, management science and an ICT component which is usually supported by artifical intelligence techniques and tools. In fact, in a different paper Liao (2003) offers another taxonomy for KM focusing on the technoologies and applications that are part of the KM catalogue. This results in a review of knolwedge-based systems, data mining, basic ICT (information processing and networking), expert systems, databases and systems modelling approaches which have all been applied in the field of KM. It can be thus gathered that there is nos single approach to KM nor a well-defined set of technologies that should be implemented to support it. Rather, it is a task for each organization to determine their own KM strategy (obviously aligned with the general organizational goals and context), process and supporting ICT infrastructure. This is much the same case as with information systems in general, where the resulting system is defined by the interaction between the organization (the structure and processes), the people (users, managers, stakeholders) and the technology (ICT systems, models and methods).
Accordigly, it makes sense to approach KM with a design science research in information systems perspective (Hevner et al., 2004). On the one hand, we have the environment in which the organizational context resides and from which requirements (opportunities, needs, gaps) are identified. On the other hand, we have the knolwedge base (concepts, models, methods and artifacts) which offers applicable knolwedge to satisfy those requirements (out of published material along with prior experience). In the core, there is a design process (itearting between construction and evaluation) which merges the requirements and the applicable knolwedge into the design of a specific artifact that solves a problem in the defined context. Indeed, design is problem-solving and problem-solving is seen as changing existing situations into desired ones (following Herbert Simon's tradition).
Overall, this offers the introductory strategy and material for the course and for developing each group project around a KM problem in a real-world organization. The result should be an artifact that potentially solves the problem using the knolwedge offered in the course and does so in a creative way. We will continue to explore in more detail some of the most imporant concepts, models and technologies while at the same time carrying out the problem-solving design. Each participant should go through the presentation of technologies (see the course documents link on the right of this blog) and explore the different web-based examples as a way to potentially inspire their own design or be used as a component of their resulting artifact.
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Nowadays, the use of technology in companies and organizations it’s become in an essential part on different levels of applicability, modularity and sustainability in order to cover and define their requirements on the markets where each company is involved. This shows that KM is not only a good practice and it should go beyond by becoming in an obligatory measure for assuring the knowledge fluidity no matter individuals neither the organizational structure. Under this framework the multiplicity essence exposed to the KM on the document above, it becomes real and makes sense if the stakeholders involved on its deployment or improvement inside a particular organization understand that its scope must be a process dynamical but consequent, adjustable but strict and completely engaged with the corporative values at any company.
Specifically, in some companies it seems to be that KM is most of the times a reactive process which it’s used when particular interests are affected only. If this is the case, an effective application of KM has to begin with a clear, organized and disclosed Documentary Management which shows its scopes and consequences by taking advantage of the resources available on the company and like this, we will have a real proof of the multi-disciplinary and multi-technological condition of the Knowledge Management (KM).
En el mundo actual el capital intelectual es uno de los factores que más le ayuda a una empresa a crear valor y fomentar la innovación, sin embargo, la falta de una adecuada gestión del conocimiento puede lograr exactamente lo contrario. Las organizaciones cuentan con una infraestructura que involucra procesos, tecnología, pero sobre todo personas, por lo cual cada día son más consientes de la necesidad de gestionar el conocimiento e involucran procesos de minería de datos, sistemas expertos y una gran variedad de disciplinas para lograrlo, pero solo hasta que las organizaciones logren crear una verdadera cultura para la KM y logren interiorizar estas técnicas,
podremos decir que se realiza una labor satisfactoria garantizando la oportunidad la eficiencia y la eficacia.
Es muy interesante ver como el curso toma los matices esperados, y nos ofrece las estrategias necesarias para solucionar los problemas que tenemos actualmente en nuestras organizaciones de tal manera que en nuestro proyecto final demos pie para un inicio de la adecuada gestión del conocimiento en la organización.
Claudia Marcela Gomez Rodriguez
Basically the relationship between organization (structure and processes) and people (users, managers, interest groups) is where we must pay more interest, because unless we create a culture of stewardship and preservation of knowledge rather than develop strategies and we rely on ICT we will not have an organizational culture that permeates the structured behavior of individuals aligning the organization's administrative approach.
When you can gain a real knowledge-oriented organizational culture may be aligned with strategies in which not only dominate the administration of this, but the way how to share it as an input and not just as an added value of a process for problem solving, This will create internal networks that fall within the productive cycle of the organization providing it really is called "competitive advantage".
Therefore, we see in organizations today has become indispensable departments "organization and methods" that what they seek is to document all internal processes to take the coding of each management areas that make organization, this in itself is a beginning documentation of knowledge, which in turn support in order to safeguard ICT processes that (know - how). This process also applies to our IT discipline, so we see today are the so-called "best management practices for IT departments" based on ITIL, ITIL still only a scheme that attempts to organize the IT environment in a documented process that is based on problem solving, to have this "knowledge bases" and repository of common problems, however if you get this kind of solutions not only cover the area of IT organization, but all areas of IT a business, much would be gained in the process being greedy troubleshooting for the entire sector.
Basically the relationship between organization (structure and processes) and people (users, managers, interest groups) is where we must pay more interest, because unless we create a culture of stewardship and preservation of knowledge rather than develop strategies and we rely on ICT we will not have an organizational culture that permeates the structured behavior of individuals aligning the organization's administrative approach.
When you can gain a real knowledge-oriented organizational culture may be aligned with strategies in which not only dominate the administration of this, but the way how to share it as an input and not just as an added value of a process for problem solving, This will create internal networks that fall within the productive cycle of the organization providing it really is called "competitive advantage".
Therefore, we see in organizations today has become indispensable departments "organization and methods" that what they seek is to document all internal processes to take the coding of each management areas that make organization, this in itself is a beginning documentation of knowledge, which in turn support in order to safeguard ICT processes that (know - how). This process also applies to our IT discipline, so we see today are the so-called "best management practices for IT departments" based on ITIL, ITIL still only a scheme that attempts to organize the IT environment in a documented process that is based on problem solving, to have this "knowledge bases" and repository of common problems, however if you get this kind of solutions not only cover the area of IT organization, but all areas of IT a business, much would be gained in the process being greedy troubleshooting for the entire sector.
ATT Juan Felipe Barajas L
During the second session of the course we saw a clear taxonomy
management of knowledge is the result of an extensive and deep
research work has been performed in this field.
Clearly, in recent years there is a significant advance in to knowledge management within organizations, implicitly or
explicit knowledge management is something that has been working more or less degree, whether through the implementation of information technologies or the
incorporation of an organizational culture that promotes innovation issues with or importance of intellectual capital.
However, from my point of view there is still a long way to go to achieve that within the organizational culture of Colombian companies begin to generate a real interest in promoting knowledge management as a policy and target both and human capital resources to knowledge management.
One of the main reasons why knowledge management has drawbacks
its applicability is that it requires a clear return on investment is not always easy to measure. Today companies expect to make a profit on investments carried out and necessary actions to walk to promote knowledge management are capitalized.
During the last class that caught my attention in the taxonomy of the management of
knowledge is the information economy. And within this latter emphasizes the
importance of intellectual capital to organizations and as through this you can
measure up to that point or not there is real knowledge management
within an organization.
We can say that patents are the result of proper management of intellectual capital and
since they can be quantified is possible to measure the value they generate for the company.
In economy class watched as countries like the U.S. produce about 84,000 patents,
result of large investments in technology and research development, while Colombia
alone has generated 11 patents. This large difference clearly speaks conocmiento management
that takes place within organizations either country.
The introduction for the class has offered a general view about Knowledge management in organizations. Baskerville and Dulipovici taxonomy let us to understand how KM can be applied in almost all fields, and allow us to have a diferent perspective to achive the purpose of the course.
The interest thing in this course is the multidisciplinar aspect in which KM can be used. But the approach to KM in organizations is always different.
Now that we have the foundations, we can start thinking about specific problems in our organizations, our work and responsabilities and even our life,
and certainly some technologies like the shown in the documents of the course, are creative tools that could help us to design strategies to change and improve this practices.
Undoubtedy, this review of KM's general aspects show us a very broad scope in which many varibles come into play and only with a clear and accuratte roadmap we can come to find our own "KM strategy"; Therefore, although this topic seems at times ethereal (I don't know if I'm using this word correctly) make a design under the methodological framework proposed by Professor Hevner (et al.) introduce us to solution of real problems in real organizations. I find very useful this guideline given: Design as an Artifact, Problem Relevance, Design Evaluation, Research Contributions, Research Rigor, Design as a Search Process and Communication of Research (the latter will not be implemented in this KM course).
Finally, I would like to work in "Design Evaluation Methods" (Hevner, 2004) applied to KM concept.
Basically the relationship between organization (structure and processes) and people (users, managers, interest groups) is where we must pay more interest, because unless we create a culture of stewardship and preservation of knowledge rather than develop strategies and we rely on ICT we will not have an organizational culture that permeates the structured behavior of individuals aligning the organization's administrative approach.
When you can gain a real knowledge-oriented organizational culture may be aligned with strategies in which not only dominate the administration of this, but the way how to share it as an input and not just as an added value of a process for problem solving, This will create internal networks that fall within the productive cycle of the organization providing it really is called "competitive advantage".
Therefore, we see in organizations today has become indispensable departments "organization and methods" that what they seek is to document all internal processes to take the coding of each management areas that make organization, this in itself is a beginning documentation of knowledge, which in turn support in order to safeguard ICT processes that (know - how). This process also applies to our IT discipline, so we see today are the so-called "best management practices for IT departments" based on ITIL, ITIL still only a scheme that attempts to organize the IT environment in a documented process that is based on problem solving, to have this "knowledge bases" and repository of common problems, however if you get this kind of solutions not only cover the area of IT organization, but all areas of IT a business, much would be gained in the process being greedy troubleshooting for the entire sector.
Juan Felipe Barajas L
No se que paso yo habia comentado y se borro mi comentario.
Basically the relationship between organization (structure and processes) and people (users, managers, interest groups) is where we must pay more interest, because unless we create a culture of stewardship and preservation of knowledge rather than develop strategies and we rely on ICT we will not have an organizational culture that permeates the structured behavior of individuals aligning the organization's administrative approach.
When you can gain a real knowledge-oriented organizational culture may be aligned with strategies in which not only dominate the administration of this, but the way how to share it as an input and not just as an added value of a process for problem solving, This will create internal networks that fall within the productive cycle of the organization providing it really is called "competitive advantage".
Therefore, we see in organizations today has become indispensable departments "organization and methods" that what they seek is to document all internal processes to take the coding of each management areas that make organization, this in itself is a beginning documentation of knowledge, which in turn support in order to safeguard ICT processes that (know - how). This process also applies to our IT discipline, so we see today are the so-called "best management practices for IT departments" based on ITIL, ITIL still only a scheme that attempts to organize the IT environment in a documented process that is based on problem solving, to have this "knowledge bases" and repository of common problems, however if you get this kind of solutions not only cover the area of IT organization, but all areas of IT a business, much would be gained in the process being greedy troubleshooting for the entire sector.
Juan Felipe barajas L
Basically the relationship between organization (structure and processes) and people (users, managers, interest groups) is where we must pay more interest, because unless we create a culture of stewardship and preservation of knowledge rather than develop strategies and we rely on ICT we will not have an organizational culture that permeates the structured behavior of individuals aligning the organization's administrative approach.
When you can gain a real knowledge-oriented organizational culture may be aligned with strategies in which not only dominate the administration of this, but the way how to share it as an input and not just as an added value of a process for problem solving, This will create internal networks that fall within the productive cycle of the organization providing it really is called "competitive advantage".
Therefore, we see in organizations today has become indispensable departments "organization and methods" that what they seek is to document all internal processes to take the coding of each management areas that make organization, this in itself is a beginning documentation of knowledge, which in turn support in order to safeguard ICT processes that (know - how). This process also applies to our IT discipline, so we see today are the so-called "best management practices for IT departments" based on ITIL, ITIL still only a scheme that attempts to organize the IT environment in a documented process that is based on problem solving, to have this "knowledge bases" and repository of common problems, however if you get this kind of solutions not only cover the area of IT organization, but all areas of IT a business, much would be gained in the process being greedy troubleshooting for the entire sector.
Juan Felipe Barajas L
Knowledge management is a tool from the point of view that is addressed at the organizational level, to generate and secure the intellectual capital located from the standpoint of competitive advantage as well as to increase the management capacity to solve problems in less time, the different theories that explain knowledge management criteria may vary somewhat but all have a precedent in common is that the culture of knowledge is the synergy that allows the strengthening organizational structures, improve processes, create dynamic that allow a more productive and efficient cycle to support the competitive advantage of any organization.
It is clear that knowledge management is a field that is being featured in many of the recommendations of the market in different areas, ITIL (Information Technology Infrastructure Library) for instance, provide a chapter to the definition of a DMS and processes that an IT (Information Technology) area must to develop in order to ensure properly the document management and procedures and thus optimize the use of resources of the IT area within an organization.
Another example is the PMBOK (Project Management Base Of Knowledge) where indicates that the best practices in project management include an adequate documentation of the project including a chapter specifically on learned lessons during the project development in order to enrich the knowledge base for future projects .
I think that these examples are a good indicators that KM is a real field in actual organizations.
Basically the relationship between organization (structure and processes) and people (users, managers, interest groups) is where we must pay more interest, because unless we create a culture of stewardship and preservation of knowledge rather than develop strategies and we rely on ICT we will not have an organizational culture that permeates the structured behavior of individuals aligning the organization's administrative approach.
When you can gain a real knowledge-oriented organizational culture may be aligned with strategies in which not only dominate the administration of this, but the way how to share it as an input and not just as an added value of a process for problem solving, This will create internal networks that fall within the productive cycle of the organization providing it really is called "competitive advantage".
Therefore, we see in organizations today has become indispensable departments "organization and methods" that what they seek is to document all internal processes to take the coding of each management areas that make organization, this in itself is a beginning documentation of knowledge, which in turn support in order to safeguard ICT processes that (know - how). This process also applies to our IT discipline, so we see today are the so-called "best management practices for IT departments" based on ITIL, ITIL still only a scheme that attempts to organize the IT environment in a documented process that is based on problem solving, to have this "knowledge bases" and repository of common problems, however if you get this kind of solutions not only cover the area of IT organization, but all areas of IT a business, much would be gained in the process being greedy troubleshooting for the entire sector.
Juan Felipe Barajas
Basically the relationship between organization (structure and processes) and people (users, managers, interest groups) is where we must pay more interest, because unless we create a culture of stewardship and preservation of knowledge rather than develop strategies and we rely on ICT we will not have an organizational culture that permeates the structured behavior of individuals aligning the organization's administrative approach.
When you can gain a real knowledge-oriented organizational culture may be aligned with strategies in which not only dominate the administration of this, but the way how to share it as an input and not just as an added value of a process for problem solving, This will create internal networks that fall within the productive cycle of the organization providing it really is called "competitive advantage".
Therefore, we see in organizations today has become indispensable departments "organization and methods" that what they seek is to document all internal processes to take the coding of each management areas that make organization, this in itself is a beginning documentation of knowledge, which in turn support in order to safeguard ICT processes that (know - how). This process also applies to our IT discipline, so we see today are the so-called "best management practices for IT departments" based on ITIL, ITIL still only a scheme that attempts to organize the IT environment in a documented process that is based on problem solving, to have this "knowledge bases" and repository of common problems, however if you get this kind of solutions not only cover the area of IT organization, but all areas of IT a business, much would be gained in the process being greedy troubleshooting for the entire sector.
Att Juan felipe Barajas
Basically the relationship between organization (structure and processes) and people (users, managers, interest groups) is where we must pay more interest, because unless we create a culture of stewardship and preservation of knowledge rather than develop strategies and we rely on ICT we will not have an organizational culture that permeates the structured behavior of individuals aligning the organization's administrative approach.
When you can gain a real knowledge-oriented organizational culture may be aligned with strategies in which not only dominate the administration of this, but the way how to share it as an input and not just as an added value of a process for problem solving, This will create internal networks that fall within the productive cycle of the organization providing it really is called "competitive advantage".
Therefore, we see in organizations today has become indispensable departments "organization and methods" that what they seek is to document all internal processes to take the coding of each management areas that make organization, this in itself is a beginning documentation of knowledge, which in turn support in order to safeguard ICT processes that (know - how). This process also applies to our IT discipline, so we see today are the so-called "best management practices for IT departments" based on ITIL, ITIL still only a scheme that attempts to organize the IT environment in a documented process that is based on problem solving, to have this "knowledge bases" and repository of common problems, however if you get this kind of solutions not only cover the area of IT organization, but all areas of IT a business, much would be gained in the process being greedy troubleshooting for the entire sector.
att juan felipe barajas
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