Make your own free website on Tripod.com

Guide on How to Write University Essays, Courseworks, Assignments and Dissertations

How important is Knowledge Management for businesses?

Home
Articles Library
Medicine, Psychology and Sociology Articles
Business Articles
Economics Articles
Industry Lifecycle
Marketing Mix
McKinsey 7S Framework
Product Life Cycle
Ansoff Analysis
BCG Growth-Share Matrix
Value Chain
Porter's Generic Strategies
Scenario Planning
PEST analysis
SWOT Analysis
Porter's 5 Forces analysis
Sitemap
Comments about this web site
Favorite Links
How to write an Essay
How to Write the Coursework or Report
How to write the Marketing or Marketing Communications Campaign
How to write the Dissertation
Where to start?
How to choose an area of research
How to define Issue or Argument
How to define Issue or Argument
How and where to review the literature
Research Methods
Dissertation Structure
Some tips to survive your dissertation: some predictable crisis
Important tips to succeed the dissertation
Databases of Academic Journals and Publications; Market Data
Essay Sites
Student Tricks
Exam Preparation Tips
Company-Based Reports
BALANCED SCORECARD
Critical Success Factors
Competitor Analysis
Review

Knowledge is a philosophical concept defined by Plato as a belief supported by an account or an explanation (Blair, 2002). Under the context of knowledge-view of an organization, the definition suggests that knowledge comes from firm’s increased ability to make use and sense of available information to create value for the shareholders (Leiponen, 2006).

 

There has been a significant growth in the knowledge-based school of thought, which suggests that generating and retention of knowledge can have positive effects on the firm’s performance (Di Mattia & Scott, 1999). To manage this intangible asset to leverage firms for benefits is considered to be its core capability. Knowledge management (KM) has been aimed at capturing, integrating and using existing organizational knowledge and consequently creating a knowledge asset that can be a source of sustained competitive advantage in the long run (Brooking, 1999; Havens & Knapp, 1999). The revolution in the KM came with the rise of technology and there has been a misconception of linking IT with KM although it just facilitates the process (Papers4you.com, 2006).

 

The literature has divided knowledge into two major categories depending upon its nature to be codified for the use in a KM system. The structured and systematic knowledge that can be described in formal language and easily communicated and shared through formal means qualify for the explicit knowledge type (Elizabeth, 2001). It has been established that such knowledge is easy to codify in the form of databases and is seen as a base resource because of its inherent nature of easy imitation by other organizations.

 

The other form of knowledge which has gained tremendous importance is the automatic collective behavior and is called tacit knowledge (Richard et al, 2001). Tacit knowledge, according to Sajjad et al (2005), comprises of mental models, values, beliefs, assumptions and perceptions which are deeply entranced into the intellectual capital of an organization. It has been suggested that tacit knowledge is faced with an apparent dichotomy i.e. the feature of inimitability that make it a source of sustained competitive advantage also makes it hard to capture and share within the organization to gain the potential benefits.

 

Therefore it can be concluded that the elusive asset of knowledge, where provides an organization with capability to undermine competition also proves to be a challenge to leverage itself (Papers4you.com, 2006). Any organization should not only look at the ‘best practices’ in the field but should customize each approach to its own unique culture and requirements to be able to successfully use KM.

 

References:

 

Blair, D.C. (2002), “Knowledge management: hype, hope, or help?”, Journal of the American Society for Information Science and Technology 53(12), 1019–1028

 

BROOKING, Annie (1999), “Corporate Memory: Strategies for Knowledge Management”, Intellectual Capital Series London: International Thomson Business

 

Di Mattia, S. & Scott, I. A. (1999), “KM: hope, hype or harbinger?”, Library Journal, 15 September, 122(15), p. 33

 

Elizabeth A. Smith, (2001), “The role of tacit and explicit knowledge in the workplace”, Journal of Knowledge Management; Volume: 5   Issue: 4; 2001 Research Paper

 

Havens, C. & Knapp, E. (1999), “Easing into Knowledge Management, Strategy and Leadership”, 27(2), p. 4

 

Leiponen, Aija (2006), “Managing Knowledge for Innovation: The Case of Business-to-Business Services”, Journal of Product Innovation Management, May2006, Vol. 23 Issue 3, p238-258

 

Papers For You (2006) "P/M/440. Tools of knowledge management", Available from http://www.coursework4you.co.uk/sprtmgt8.htm [22/06/2006]

 

Papers For You (2006) "P/M/325. Knowledge management: definition of the concept", Available from http://www.coursework4you.co.uk/sprtmgt8.htm [21/06/2006]

 

Richard T. Herschel, Hamid Nemati, David Steiger (2001), “Tacit to explicit knowledge conversion: knowledge exchange protocols”, Journal of Knowledge Management; Volume: 5   Issue: 1; 2001 Research paper

 

Sajjad M. Jasimuddin, Jonathan H. Klein, Con Connell (2005), “The paradox of using tacit and explicit knowledge: Strategies to face dilemmas”, Management Decision; Volume: 43   Issue: 1; 2005 Conceptual paper

C/M/531. Globalisation and Knowledge Management

C/M/495. Storytelling Technique: Its application in Infosys business

C/M/485. Knowledge Management and Innovation

C/HR/140. Relationship marketing at Tesco and the application of knowledge management and strategic human resource management

C/M/437. Usability of Intranets in Knowledge Management

C/M/415. Change and Knowledge Management: Driving Change in Schneider Electric

S/M/231. Information and Knowledge Management: empirical perspective

C/M/402. Proposal. Change and Knowledge Management: Schneider Electric

E/M/169. Siemens ShareNet: Building a knowledge network

E/M/168. NASA: Managing Knowledge and Learning at NASA and the Jet Propulsion Laboratory

E/M/156. Knowledge management

C/M/372. Description of personal experiences in information and knowledge management and group dynamics while relating to challenging tasks and situations in real life

E/M/87. Dissertation. An Appraisal of Knowledge Management with Vodafone (UK) contact centres

P/M/798. Tacit knowledge as source of competitive advantage

P/M/786. Approaches to knowledge management

P/M/741. Knowledge and learning in networked companies

P/M/740. Knowledge and learning: theories and case study of John Lewis

P/M/738. Data mining: strategic importance of information in modern organisations

P/M/737. Sharing knowledge within organisation: community of practice

C/M/335. Knowledge Management

P/M/706. Role of human and technological factors in knowledge management

E/M/72. Knowledge management in Daimler-Chrysler

P/M/614. Issues of knowledge management: cross-boarder learning

E/M/65. Knowledge management: theories and practices

C/M/304. An examination of IT and Knowledge Management in a Law Firm

P/M/568. Diffusion of organisational wisdom through story telling

P/P/222. Circuit of Knowledge: theory and self-analysis

S/M/243. Legal Sector in the Information Age: Changes & Challenges

P/M/492. Role of information environments within an organization

P/M/440. Tools of knowledge management

C/M/217. Research Proposal on Importance of Tacit Knowledge within the Practical Implementation of Knowledge Management in Business Sector

C/M/215. Detailed Overview and Suggestion for later Implementation of Knowledge Management Concept at Wrexham Independent Buying Group (WIBG)

C/M/208. The practice of Innovation Knowledge Management: The Case of Scanova (leading Swedish telecom player)

S/M/126. LASCAD - comments on the sources of failure from the knowledge management perspective

P/M/370. Performance strategies: managing knowledge

C/M/162. The key characteristics of innovation process and the challenges for innovation management

P/M/325. Knowledge management: definition of the concept

P/M/285. Analyse the special management challenges and problems organizations face in knowledge intensive sectors and discuss the way in which Knowledge Intensive Firms (KIF) attempt to tackle the human resource issues and organizational challenges.

P/B/272. Knowledge Management as a source of Competitive Advantage

P/M/279. Dissertation. Knowledge management initiatives in the context of organisational culture

P/M/277. Analysis of approaches to KM implementation in Ernst Young, Dickstein Sharpiro Morin & Oshinsky and Cisco

P/M/276. Critically discuss the notion that the exploitation of employee knowledge may ultimately provide competitive advantage

P/M/207. Knowledge is the organisation's essential source of competitive advantage. Discuss

C/M/86. Literature Review on organisational learning and knowledge management

B/M/10 Introducing a Knowledge Management System on Estate Agency Enterprise

D/M/10. Managing knowledge worker

D/M/14. Managing knowledge assets

Enter supporting content here