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MGT 403
SA
Saudi Electronic University
Knowledge management is referred to the process through which a business organisation collects, organises, shares as well as analyses their knowledge in such a manner which is easily accessible to the employees. This knowledge consist of technical resources, training documents, frequently asked questions as well as people skills. Knowledge management even consists of data mining as well as some other methods of operations in order to push the information to the users for making it easily accessible. A knowledge management plan consist of corporate goals’ survey along with tools for examining the technical as well as traditional aspect for addressing the company’s requirements (Massingham, 2019).
Knowledge has been long recognised as a crucial asset, where in the year 1995, the knowledge management has captured the widespread of management attention. Knowledge management has passed through several overlapping stages such as before knowledge management was before the year 1995 AD. The initiation of knowledge management started from the year 1995 to 1997 as it was featured to gain attention and at conference on the management agendas. During the end of this period, there has been several publications of books during this subject. Although in reality, few of the companies have had their formal programmes based on this, within one or two of their divisions within the sectors which are heavily knowledge oriented and / or globally dispersed where the geographical biasness is also a factor (Geisler & Wickramasinghe, 2015).
Knowledge Management has been highly promoted during the year 1997 to 1999, by the large management consultancies as strategic measures utilised by their own internal knowledge own internal knowledge management programmes. Most of the time the information technology department has occupied the concept and the service and software suppliers have relabelled their services and products as KM Solutions. After this, an increasing number of companies have started creating knowledge management posts such as Chief Knowledge Officers who are responsible for the creation of new knowledge initiative as well as have bought several present programmes which has been designed from the concept of business transformation as well as learning organisation which are under the umbrella of knowledge management (Ferreira, Mueller & Papa, 2018).
The concept became increasingly pervasive throughout the functional department of different sizes of organisation, sectors and geographies from the year 1998 to 2005, where knowledge management has been included through various combinations such as knowledge management and risk, knowledge management and marketing, knowledge management and innovation and knowledge management and quality. In today’s world, knowledge management can help the organisation through practical knowledge management within the place, where organisation can spread the knowledge as well as increase the expertise level within specific individual or the team in order to improve their practices’ efficiency, which helps them in gaining competitive advantage (Girard & Girard, 2015).
Tactic knowledge is different from the explicit knowledge because tacit knowledge is embedded within human mind through jobs and experiences where explicit knowledge is the knowledge which has been gained through digitised and codified in the reports, documents, memos and books. It is highly essential for the organisation to capture both of their explicit and tacit knowledge because employees and worker need to possess both, objective, rational and technical aspects along with the subjective, cognitive and experiential learnings. In order to gather a holistic learning and knowledge, both structured and personal learning is required which are both fixed and context specific content.
The Bukowitz and Williams KM cycle can be described as a knowledge management framework that helps the business organisation in order to take strategically appropriate steps for the generation of the knowledge within the organisation. The steps within the process consist of Get, Use, Learn, Contribute and Assess. This framework outlines the manner in which the organisation generate, maintains as well as expands a strategically appropriate stock of knowledge in order to create value (Pazooki & Haji Zeinolabedini, 2017).
The Nonaka and Takeuchi model of knowledge management is associated with the holistic model of knowledge development. The tacit and explicit spectrum of knowledge builds the epistemological dimension which is required to generate knowledge as well as produce innovation. There are two types of knowledge, where the explicit knowledge consist of the procedures and manuals, along with that, the tacit knowledge consist of the learning through the experience and the communication will take place through indirectly or through analogy and metaphor. The managers of the United States emphasises on the explicit knowledge part, however, as per the Japanese work culture, on the other hand emphasises on the tacit knowledge where the author argues, that the major reason for their success is that the Japanese have learnt the manner of transforming the tacit knowledge into the explicit knowledge. They have argued that within the western culture, there are two parties, namely, the knower and known who are two separate entities. On the other hand, the structural features of the language in Japan and the influence of the Zen Buddhism has led them to consider that they have oneness of nature, mind, body, self and humanity (Boje et al., 2017).
In The Nonaka and Takeuchi Knowledge Spiral Model, the transformation or conversion which will be the most difficult is Socialisation which is a process of sharing the tacit knowledge through the means of imitation, observation, practice as well as participation in an informal or formal manner within the communities. The process of socialisation is generally pre-empted through the creation of the physical or the virtual space where a particular communication can be interacted with at the social level (Andrews, 2017).
In The Nonaka and Takeuchi Knowledge Spiral Model, the transformation or conversion which will be the easiest to conduct is internalisation which is referred to the conversion from the explicit knowledge to tacit knowledge. As for this particular types of transformation, the knowledge is usually shaped in a particular written form first and then as the flows ahead, the knowledge will eventually spread and turn into tacit knowledge. There are several organisations who have written the company’s rules and as time flows, they are spread to the employees and it becomes tacit knowledge (Zatsman & Khakimova, 2021).
Andrews, P. (2017). Facilitating Knowledge Transfer of Data Sharing Practices.
Boje, D. M., Baca-Greif, H., Intindola, M., & Elias, S. (2017). The episodic spiral model: a new approach to organizational processes. Journal of Organizational Change Management.
Ferreira, J., Mueller, J., & Papa, A. (2018). Strategic knowledge management: theory, practice and future challenges. Journal of knowledge management.
Geisler, E., & Wickramasinghe, N. (2015). Principles of knowledge management: theory, practice, and cases: theory, practice, and cases. Routledge.
Girard, J., & Girard, J. (2015). Defining knowledge management: Toward an applied compendium. Online Journal of Applied Knowledge Management, 3(1), 1-20.
Massingham, P. (2019). Knowledge management: theory in practice. Sage.
Pazooki, F., & Haji Zeinolabedini, M. (2017). Implementing Resource Description and Access (RDA) in Knowledge Management Systems (based on Nonaka & Takeuchi Knowledge Spiral Model). Journal of Studies in Library and Information Science, 9(19), 61-76.
Zatsman, I., & Khakimova, A. (2021, September). New knowledge discovery for creating terminological profiles of diseases. In 22nd European Conference on Knowledge Management Proceedings (pp. 837-846).
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