Knowledge Management 2
Article Index
Knowledge Management 2
1.1 Knowledge Management Basics and Roadmap
1.2 A Knowledge Management Framework
1.3 Knowledge Management Taxonomy and Repository
1.4 Importance of Knowledge Management in Healthcare
2.1 Global Most Admired Knowledge Enterprises (MAKE)
2.2 Accenture: World Leader in Knowledge Management
2.3 Malcolm Baldrige National Quality Award
3.1 FBI Approach to Knowledge Management
3.2 Knowledge Management Platform for Tacit Information Sharing
3.3 Transport for London (TfL) Knowledge Management Culture
3.4 Knowledge Management Model at Embrapa
3.5 Population Registries Kick-Start Rapid-Cycle Clinical Process Improvement
3.6 Governing a Digital Business Ecosystem
4.1 Knowledge Management for the Public Sector
4.2 Why Employees Are Unwilling to Share Knowledge
4.3 Six Questions to Trigger Employees to Share
4.4 Knowledge Sharing Activities in Five European Countries
4.5 Review of Expert Finding Systems (EFSs)
4.6 How to Encourage Knowledge Sharing with Social Intranet Software
4.7 The Potential of Adaptive Learning
4.8 Cognitive Factors that Influence Knowledge Sharing in Organisations
4.9 Trust Communities of Practice and Rewards
5.1 Knowledge Management Tools and Techniques Manual
5.2 Knowledge Management Tools
5.3 How to Create Knowledge Management Systems
5.4 How to Organise a Knowledge Share Fair
5.5 Key Lessons from a Knowledge Sharing Event
5.6 Principals Share Best Meetings of the Year
5.7 The Role of Social Media in Knowledge Sharing
5.8 Learning and Knowledge Sharing Strategy
5.9 Profiling an Organizations Experts
5.10 Communities of Practice
6.1 Return on Investment (ROI) Case Study
6.2 Value of Networks
6.3 How to Use Key Performance Indicators (KPIs) in Knowledge Management
6.4 Knowledge Management Metrics
7. What do business leaders say about knowledge management?
This report outlines the best practices research undertaken by BPIR.com in the area of knowledge management. The best practices have been compiled under seven main headings. This new layout is designed to enable you to scan subjects that are of interest to you and your organisation, quickly assess their importance, and download relevant information for further study or to share with your colleagues.

In This Report

  1. What is “Knowledge Management”?
  2. Which organisations have received recognition for excellence in knowledge management?
  3. How have organisations reached high levels of success in knowledge management?
  4. What research has been undertaken into knowledge management?
  5. What tools and methods are used to achieve high levels of success in knowledge management?
  6. How can knowledge management be measured?

The Definition

Knowledge management, also widely known as KM, is the process of capturing, distributing, and effectively using knowledge (Davenport 1994). It is about connecting people to knowledge and, through this, to other people. In knowledge management literature, knowledge is most commonly categorised as being either explicit or tacit (i.e. in people’s heads). A more nuanced and useful characterisation would be to describe knowledge as explicit, implicit or tacit.
  • Explicit: information or knowledge that is set out in tangible form, for example documents or archives.
  • Implicit: information or knowledge that is not set out in tangible form but could be made explicit, for example a standard operating procedure or “how-to” instructions.
  • Tacit: information or knowledge that is difficult to set out in a tangible form from an operational perspective, for example troubleshooting computer problems or learning to play tennis. This is essentially a process of transferring knowledge from a mentor to a student, either through observation, practice or intuition.

The Stage


Why should an organisation be interested in developing a culture of knowledge management within the workplace? The main objective of knowledge management is to capture information or knowledge and make it available so others within an organisation might use it. This knowledge may never have been set down explicitly before, and may exist only within people’s heads. Sharing knowledge leads to competitive advantage and adds real customer value. Knowledge management saves an organisation’s staff from having to constantly reinvent the wheel. According to Deloitte, it also provides a baseline for measuring progress, reduces the burden on expert attrition, makes visual thinking tangible, and helps employees serve their clients better and faster.

To continue reading this report in html click "Next" below or use the links in the Article Index above right.  If you are a member and are logged in you can download the entire printable report as a pdf file. ... 
 
To continue reading this report in html click "Next" below or use the links in the Article Index. If you are a member login here so you can download the entire report as a printable pdf file and have immediate access to all the content. Non-members can join here.
 


 
< Prev   Next >