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Chaffey and Wood Business Information Management Pearson Education Limited 2005
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Learning outcomes:
Understand the nature of organisational knowledge; Assess the value of organisational knowledge; Identify key management issues of knowledge management; Select and assess the value of information systems to knowledge management.
Chaffey and Wood Business Information Management Pearson Education Limited 2005
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Management issues How do we use knowledge to increase organisational efficiency and competitiveness? How can ICT support a knowledge management strategy? What are typical barriers to effective knowledge management? How should knowledge management strategy be aligned with corporate strategy?
Chaffey and Wood Business Information Management Pearson Education Limited 2005
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Introduction Knowledge has grown as a concept since it first emerged in the 1990s. Realization emerged that if organizations can manage the learning process better, then they can become more efficient. Knowledge Management Strategy definition: Defined and co-ordinated plan of actions to enable core business processes using knowledge management techniques.
Chaffey and Wood Business Information Management Pearson Education Limited 2005
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KM Strategy Process
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Defining knowledge
Data: Discrete, objective facts (numbers, symbols, figures) without context or interpretation Information: Data which adds value to the understanding of a subject and in context, is the basis for knowledge Knowledge: The combination of data and information, to which is added expert opinion, skills and experience, to result in a valuable asset which can be used to aid decision making. Knowledge may be explicit and/or tacit, individual and/or collective
Chaffey and Wood Business Information Management Pearson Education Limited 2005
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Chaffey and Wood Business Information Management Pearson Education Limited 2005
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Knowledge in terms of function define knowledge by type in terms of function: Declarative knowledge (knowledge about) Procedural knowledge (know-how) Causal (know why) Conditional (know when) Relational (know with)
Chaffey and Wood Business Information Management Pearson Education Limited 2005
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Spenders framework Individual/explicit (conscious) Individual/implicit (automatic) Social/explicit (objectivified) Social/implicit (collective)
Chaffey and Wood Business Information Management Pearson Education Limited 2005
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Internet Article
Source: Blackler (1995) Chaffey and Wood Business Information Management Pearson Education Limited 2005
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Chaffey and Wood Business Information Management Pearson Education Limited 2005
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European KM Framework
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Analysis for KM Strategy What are the core aspects of our business? How is the industry we operate in changing? What are our competitors doing to differentiate themselves in the marketplace?
Chaffey and Wood Business Information Management Pearson Education Limited 2005
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Chaffey and Wood Business Information Management Pearson Education Limited 2005
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Knowledge Audit Definition: a systematic review, typically based on questionnaires, interviews or narrative techniques of the knowledge within an organisation. Often also includes a systematic mapping of knowledge interactions and flows within and between organisations, teams and individuals. (European Framework)
Chaffey and Wood Business Information Management Pearson Education Limited 2005
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ASHEN model
ASHEN model focuses on what Snowden describes as Knowledge Disclosure Points. These are any events or activities that reveal knowledge through use:
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Chaffey and Wood Business Information Management Pearson Education Limited 2005
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Knowledge Maps
A visual representation of organisational knowledge assets, flows and relationships. Social Network Analysis [SNA] [DK See this]
the mapping and measuring of relationships and flows between people, groups, organizations, computers or other information/knowledge processing entities. The nodes in the network are the people and groups while the links show relationships or flows between the nodes. SNA provides both a visual and a mathematical analysis of human relationships (Krebs, 2002)
Chaffey and Wood Business Information Management Pearson Education Limited 2005
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Gap analysis Knowledge gap: what the organization must know and the what the organization knows It was first proposed by Phillip J. Tichenor and his colleagues. Strategic gap: What the organization must do and what the organization can do
Chaffey and Wood Business Information Management Pearson Education Limited 2005
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Strategy selection Codification versus Personalization Explorer versus Exploiter Aggressive versus Conservative Technocratic versus Economic versus Behavioural
Chaffey and Wood Business Information Management Pearson Education Limited 2005
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Strategy options:Communities of Practice Definition: A group (often inter-disciplinary) linked by their shared interest in a subject area, the group will organically evolve over time in terms of membership and scope. The purpose will be to learn and share.
Chaffey and Wood Business Information Management Pearson Education Limited 2005
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Communities of Practice
How communities of practice differ from other forms of organisational structure:
Formal departments: clearly defined boundaries, permanent, structured around organisational goals Operational units: clearly defined boundaries, permanent, structured around ongoing operations and processes Project teams: clear boundaries, though may work across departments and operational units, limited lifespan, structured around project goals Communities of practice: fuzzy boundaries, delineated across the organisation. Organic evolution
Chaffey and Wood Business Information Management Pearson Education Limited 2005
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Communities of Practice
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Competitive Intelligence
Four phases of the Competitive Intelligence cycle: 1. Identification of key decision makers and their intelligence needs 2. Collection of information 3. Analysis of information and upgrading it to intelligence 4. Dissemination of intelligence to decision makers
Chaffey and Wood Business Information Management Pearson Education Limited 2005
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ICTs cannot manage knowledge on their own ICTs can provide access to the right mix of data and information ICTs should enable workers to extract, create, share and transfer knowledge
Chaffey and Wood Business Information Management Pearson Education Limited 2005
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ICT options
Intranets and extranets Expertise databases and Corporate yellow pages Collaborative Tools Corporate portals Customer Relationship Management systems (CRM) Document Management/Content management Systems E-learning
Chaffey and Wood Business Information Management Pearson Education Limited 2005
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Strategic and business Management Intellectual and learning Communication and interpersonal Information management and IT
Chaffey and Wood Business Information Management Pearson Education Limited 2005
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Knowledge manager
Manager who will implement the knowledge management strategy
Chaffey and Wood Business Information Management Pearson Education Limited 2005
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Intangible rewards
Employees will enjoy seeing the positive results of their knowledge sharing Enhanced reputation and personal satisfaction
Chaffey and Wood Business Information Management Pearson Education Limited 2005