Enable Knowledge Sharing with Social Technologies

8.1 Introduction to Web 2.0

Wikipedia describes Web 2.0 as the “second generation of network-centric services available on the internet that let people collaborate and share information online in a new way – such as social networking sites, wikis, communication tools, and folksonomies.” (Wikkipedia, 2006).

Boutin (2006) outlines it as: “the web as a platform for interacting with content”, reflecting a set of online tools that enable the “aggregation” and “remixing” of content, through interfaces that combine content from different sources in a manner not possible through a single domain.

The other parts of the article are coming soon!

8.2 References

Wikkipedia (2006), “Web 2.0”, Retrieved on February 24, 2008 from http://en.wikipedia.org/wiki/Web_2.0

Boutin, P. (2006), “Web 2.0: the new Internet ‘boom’ doesn’t live up to its name”, Retrieved on February 24, 2008 from
www.slate.com/toolbar.aspx?action ¼ print&id ¼ 2138951

About Knowledge Networks

7.1 Introduction to Social Networking & Community of Practice (CoP)

Socail Networking: A social network service focuses on establishing and online communities for people who share same interests and activities. The social network will introduce people who are interested in exploring the interests and activities of others.

A typical social network will display a directory of people or topics of common interest. When you find someone with similar interests, you can send them a message asking to be added to their contact lists. This in turn allows you to meet other like-minded people. It in turn gets you connected with that person's network. Apparently expanding your organizational or personal contacts more efficiently and quickly easily rather than you could in the real world. Your network grows exponentially with each person you add, and you can interact with others using messaging tools.

According to research organization YuoGov (2006) the average internet user now spends three hours a week on social-networking sites that adds up to six days a year, and makes social networking more popular than online banking, shopping or music downloads

The most popular social networks are Linkedin, MySpace, Facebook, Bebo, Friendster and many more.


Community of Practice: The concept of a community of practice (often abbreviated as CoP) refers to the process of social learning that occurs when people who have a common interest in some subject or problem collaborate over an extended period to share ideas, find solutions, and build innovations. It refers as well to the stable group that is formed from such regular interactions.

The term was first used in 1991 by Jean Lave and Etienne Wenger who used it in relation to situated learning as part of an attempt to "rethink learning" at the Institute for Research on Learning. In 1998, the theorist Etienne Wenger extended the concept and applied it to other contexts, including organizational settings. More recently, Communities of Practice have become associated with knowledge management as people have begun to see them as ways of developing social capital, nurturing new knowledge, stimulating innovation, or sharing existing tacit knowledge within an organization. It is now an accepted part of organizational development (OD).


7.2 Benefits of Social Networking for an Organization

According to Kimball. L et. al 2003 emphasised on the benefits on knowledgeably online social networks in context to an organization are as follows:

1. Connect people and build relationships across boundaries of geography or discipline.
2. Provide an ongoing context for knowledge exchange that can be far more effective than memoranda.
3. Attune everyone in the organization to each other's needs – more people will know who knows who knows what, and will know it faster.
4. Multiply intellectual capital by the power of social capital, reducing social friction and encouraging social cohesion.
5. Create an ongoing, shared social space for people who are geographically dispersed.
6. Amplify innovation – when groups get turned on by what they can do online, they go beyond problem-solving and start inventing together.
7. Create a community memory for group deliberation and brainstorming that stimulates the capture of ideas and facilitates finding information when it is needed.
8. Improve the way individuals think collectively – moving from knowledge-sharing to collective knowing.
9. Turn training into a continuous process, not divorced from normal business processes.
10. Attract and retain the best employees by providing access to social capital that is only available within the organization.

7.3 Benefits of CoP for Individuals and Organization

According to M. Bettoni et al. 2002 firms that understand how to translate the power of communities into successful knowledge organizations will be the architects of tomorrow.
Participation in a Community of Practice gives individuals and their organisation these benefits:

For Oraganization

• Opportunity to execute strategic plan
• Improved quality of decisions making capabilities
• focus on solving on problems approaches
• Develop Solutions for problem within a short time and low cost
• Ability to forecast technological changes and development

For Members

• Gain access to the experience of other individuals
• Obtain new ideas from various people and various countries
• Develops an ability to contribute to team task
• Develops professional reputation

CoPs are usually formed based on the individual or organizations focus towards a specific area of common interest in sharing knowledge, solving problems, or innovative ventures within that context. This is described as single disciplinary by various authors. The current complex organizations with diversified technological usage in which organizations function has given rise to multidisciplinary participations. The multi disciplinary participation provides an advantage in these efforts because of the expanded focus and even holistic goal that can be achieved.

7.4 Illustration of above factors with real-time examples

According to a survey by King Research (2007), 100 percent of IT professionals who use online communities say they get professional benefits from the experience.

Firstly, According to IBM (2007) recently announced the availability of IBM Atlas for Lotus Connections, a corporate social-networking visualization and analysis tool. It will help users spot the important connections and relationships between various groups and navigate their personal and corporate networks. Reach, the social software dashboard feature in Atlas, helps users navigate up to six degrees of separation that divide them from a colleague.

Secondly, According to Whittle. S (2007) Viadeo is an example of the new breed of business-focused social-networking sites. Its three million members use the site to find partners, suppliers, funding or employees, said Peter Cunningham, country manager for Viadeo UK. "On our site, most profiles are linked closely to a business, and they're written to promote a business, or as an invitation for potential partners and clients," said Cunningham. "The idea is to use social-networking technology to enable members to share non-core business advice and information."

For example, Viadeo members in France have used the platform to find overseas distributors for products. This is easier to do in a social-networking setting because the site allows for precise keyword searching and the network includes dozens of "business hubs and clubs" which can provide introductions to trusted partners and suppliers, Cunningham (2006) explained that other members have used the site's video and other features to provide tutorials, advertisements and demonstrations of their own products, and linked to external websites and blogs from their profiles.

7.5 How Social Networking & CoP can be implemented in my own organization

We emerging ERP Consultancy Entrepreneur planning to make use of use of existing social networking tools and form a Knowledge Management System. The said proposal is carried out in four phases.

In Phase I, the professional social networking tools like Linkedin will be used to establish communication between individuals. The pre-requisite will be adequate Skills and Knowledge in ERP applications. Once appropriate amounts of contacts are generated we would move on to Phase II of selecting the right members matching individual skill sets with the company requirements. In Phase III, we would form a ERP Community of Practice. This community consists of expertise coming from different levels of EPR. These individuals are accepted into the community based on the self declaration made by individuals about their ERP Skills & Knowledge and company requirements. In Phase IV, we select a group of people from the ERP Community to form a Team. The Team focuses on defining / developing / implementing business process for clients and bring value to ERP Consultancy. The team is given a task to accomplish based on the business process. Once the task is delivered successfully, this can be tagged into Organisation Knowledge Depositories.

This approach will enable the social networking & CoP to become a Knowledge Management System.


7.6 REFLECTIONS FROM GROUP LEARNING

After participating in group discussions and seminars has highlighted certain aspects of Social Networking as a phenomenon that is helping individual to bridge the communications without any geographic limitations. Based on the above facts here are my learning outcomes are

• Social Networking is tool to integrate people with common interests and activities
• CoP is process of knowledge sharing based on the similar area of interest. This can exist within or beyond the boundaries of organisation

Explanation: According to Hinds F (2008), Social knowledge integrates people with common interest and activities. According to Azeez T (2008), social networks integration forms a network of people interested in sharing information by messaging and also avails in getting connected to their networks. According my other colleagues, Social network mainly focuses on establishing online communities which is comparatively faster and easier in expanding organization than doing in the real world.

Apparently Kasala P (2008) argues that CoP helps in expanding organisation and personal contacts exponentially and effectively in his example. But, Hinds F (2008) argued organisations may not encourage implementation of social networks as employees tend to get diversified from their job routines. In a discussion addressed by Kasala P (2008), Basnayake A (2008) and Shaikh S (2008) argued that CoP can be preferred in that instance rather than social network provided it is gradually incorporated into organisations and there is a strong governance of technology.

Hence, I would conclude my learning outcome in support of authors like Brian Satterfield (2006), Kimball & Rheingold (2003), M. Bettoni et al. 2002 that Knowledge Networks establish communication between individuals and enable knowledge sharing in a broader perspective of the organization. This argument is further supported by my colleagues Hinds F (2008), Azeez T (2008), Basnayake A (2008) and Shaikh S (2008).


7.7 REFERENCES

Satterfield, Brian (2006), “What Can Social Networking Do for Your Organization” Retrieved on February 22, 2008 from http://www.techsoup.org/learningcenter/internet/page5504.cfm

Whittle, S. 2007 “How to use social networks for business gain” Retrieved on February 22, 2008 from http://resources.zdnet.co.uk/articles/features/0,1000002000,39290463,00.htm?r=2

YuoGov (2006) “How to use social networks for business gain” Retrieved on February 22, 2008 from http://resources.zdnet.co.uk/articles/features/0,1000002000,39290463,00.htm?r=2

Kimball, L., and Rheingold, H. (2003). How online social networks benefit organisations. Retrieved February 22, 2008, from
http://www.rheingold.com/Associates/onlinenetworks.html

IBM (2007) “IBM Launches Tool to Help Businesses Visualize Social Networks” Retrieved on February 23, 2008 from http://www.itbusinessedge.com/item/?ci=31672

King Research (2007), “Survey: IT Pros Get Professional Benefits from Online Communities”, Retrieved February 24, 2008, from http://www.itbusinessedge.com/item/?ci=31672

Lave, J. & Wenger E. (1991). Situated Learning: Legitimate Peripheral Participation Cambridge: Cambridge University Press, 1991. Retrieved on February 25, 2008 from http://en.wikipedia.org/wiki/Community_of_practice

Wenger, Etienne (1998), Communities of Practice: Learning, Meaning, and Identity, Cambridge: Cambridge University Press, pp. 318, ISBN 978-0-521-66363-2. Retrieved on February 25, 2008 from www.wikipedia.org/wiki/Community_of_practice

M. Bettoni et al. 2002 - KNOWLEDGE MANAGEMENT 2002, ROMA, 6.11.2002

Azeez, Tobosun (2008), Blog: Knowledge Management Strategies by Tobosun Azeez. Retrieved on March 10, 2008 from http://tubokms.blogspot.com/

Hinds, Fiona (2008), Blog: Knowledge Management Strategies by thinking Souljah. Retrieved on January 30, 2008 from http://souljah-on-knowledge-management.blogspot.com/

Shaikh, Samir (2008), Blog: Samir Shaikh- Knowledge Management. Retrieved January 29, 2008 from http://m00188617.blogspot.com

Kasala, Pavan Kumar (2008), Blog: Pavan Kumar K: Knowledge Resources. Retrieved on February 29, 2008 from http://www.knowledgetechno.blogspot.com

Basnayake, Aruna (2008), Blog: Knowledge Management (Aruna B.). Retrieved on March 10, 2008 from http://arunakm.blogspot.com/

Dynamics of Knowledge Café

5.1 Overview of Knowledge Café

Knowledge Café is an informal grouping of professionals to discuss in an open environment on a topic of mutual interest and concerned. Therefore the café would enable the participants to form a creative and innovative approach towards solving or managing an issue or problem.

Graphical Representation of Knowledge Cafe

In Knowledge Cafés small group are formed with 5-6 people addressing from a table to discuss on a very specific topic of common interest with a predetermined time constraint of 10-20 minutes. A representative is selected from each table and would interchange with other representatives of other tables. By repeating this process of interchanging table representatives, will enable participants within café to share knowledge.

The main objective of Knowledge Café is to impart participants in developing an innovative and creative approach towards resolving the issue or problem.

5.2 How Knowledge Café is useful to me?

Knowledge Café helped me in consideration of information requirements, which in-turn include knowledge management concepts. The Knowledge Management organized laid a potential and positive impact in identifying the key elements of Knowledge Management Strategies within and organization of choice.

The key elements identified at the initial stages were modified as the Knowledge Café went on and finally concluded with the most important key elements need to ensure Knowledge Management within the organization.

Problem: Identifying the factors to stop existence of KM with in Organization

As a group of 5 members, we have identified the required 40 factors to avoid the existence of Knowledge Management within the organisation. After going through the Knowledge Café processing and discussions between the group members, other groups and facilitators (Prof. Mark and Mr. Aboubakr) the identified factors are drilled down to 3 critical factors.

Here are the listed 40 factors taken into consideration according to our group and even the 3 critical factors are posted here in the form of photos below……

Sheet 1

Sheet 2

Sheet 3

3 Critical Factors by Groups

Finally, I have adapted a reverse strategy and identified the most important or required factors to ensure Knowledge Management within the organization.

5.3 The “Three Most Important To Do” as a Knowledge Manager for an Organization

- Develop Training and Development Strategy
- Develop Social Communication Channels for employees
- Develop Knowledge Documentation Process (Physical or Digital)


5.4 Why these factors are important to me?

As a Knowledge Manager, I would like to make my organization as a Knowledge Resource along with the business operation. The business operation is prevalent since the existence of the organization. Looking at the potential needs of the organization a strategy is planned to ensure existence of Knowledge Management.

To enhance of knowledge within the organization, there is a necessity of providing or adapting Training and Development Strategies. This strategy will change the mindset of employees by imposing innovate and creative thinking towards establishment of Knowledge Management.

Secondly, by establishing the Social Communication Channels the employee are given an opportunity to express their ideas to other employees. This will help tacit knowledge to be transformed into partially explicit knowledge. The transformed explicit knowledge is combined with innovation and creative approach will become more absolute. The above mentioned approaches are gained as a result of training and development strategy.

The developed innovative & creative approaches of transforming the knowledge are to be stored either on a physical media or digital media. Here the physical media are referred to paper based documentation and digital media are referred to electronic devices.

5.5 Implementation of Knowledge Management in my assumed IT Company

As mentioned in my earlier postings, I work as an IT Consultant focusing on ERP Systems and Network System. Before started pursuing the Knowledge Management Module with Middlesex University, as group of EPR Consultants we started using an available platform like Google Groups. One of our Senior Consultant took an initiative to lunch a group to post the problems escalated in various phases of ERP. The phases include Learning of ERP applications, Implementations, upgrading and maintenance. As on today there are 200 members interacting through posting the error encountered on a daily bases and providing solutions on a daily basis. We are planning to bring some technical experts i.e. Senior Consultant and form an ERP Consultancy at the earliest.

Now as Knowledge Manger for an assumed ERP Consultancy with academic learning in Knowledge Management module and past functional experience it’s easy to establish Knowledge Management in the chosen company by concluding the key requirement like

- Develop Training and Development Strategy
- Develop Social Communication Channels for employees
- Develop Knowledge Documentation Process (Physical or Digital)

Firstly, I would like to emphasize on implementing training and development strategies within the company to enhance the skill sets of the employees. This is achieved by allocating a fixed annual budget on conducting Training Development Programmes. As a process of implementing Knowledge Management, I would categorize all the employees based on their functional experience and subject expertise. The short-listed expertises are given an opportunity to share their knowledge with the other members of the organization and they are appreciated with an addition financial package for sharing their tacit knowledge and making it explicit. A similar practice was implemented in my organization in India.

Secondly, I would like to extent my focus on incorporating Social Communication Channels within the office premises. These Social Communication Channels includes setting of Cafeteria’s, Weekend Recreation for Employees and Monthly gatherings. This would definitely make the employees to communicate and share ideas in an open environment rather than closed office environment. This is something similar to Socialization mentioned by Nonaka (1995).

Lastly, I would like to further extend my focus on storing the triggered ideas for the benefit of the company and individuals. This is possible on saving the triggered ideas on some or the other storage media either physical or digital media. In order to enable the employees to store the triggered ideas, I would launch an internal employee forum and make it mandatory for employees to post their ideas in the internal forums. The ideas can trigger in one’s mind anytime in 24 hrs. Therefore, I would extend the accessibility of the forum from any corner of the world using internet to login.

Therefore, I believe the above listed key factors would enable me to implement Knowledge Management in the assumed company more effectively.

5.6 REFLECTION FROM GROUP LEARNING

Depending upon the discussion in knowledge café, the important or key steps for implementing knowledge management in an organization were communication, trainings, and documentation of knowledge. However, all these key steps pertained only within an organisation which was commented by Hinds F (2008). Thinking these steps in a broader view, I came to a conclusion that key steps can also be applied to various organizations as well. Thus, expanding the prospective of knowledge in a progressive approach.

5.7 Photos from Knowledge Cafe held on 15th Feb 2008 at Middlesex University

Note: Friends please do leave your comments!

What is the difference between Data, Information and Knowledge?

4. Introduction

The word Data, Information, Knowledge and Wisdom are very often seen as keywords in Knowledge Management. These keywords are interchangeable within a given framework or scenario.


4.1 Definitions for Data, Information and Knowledge

According to Ackoff’s (1989), Data is defined as raw and unprocessed information. Data has got no significance beyond its existence. Data is represented or exist in any form and does not have meaning by itself. Whereas, Information is defined as data that has been given meaning on conjugating relational. Thus, data is becoming meaningful and useful to an extent. Knowledge is defined as appropriate collection of information. The main objective of Knowledge is usability to the given context. Hence, Knowledge described as a deterministic process. Wisdom is defined as an extrapolative and non-deterministic, non-probabilistic process. It calls upon all the previous levels of consciousness, and specifically upon special types of human programming (moral, ethical codes, etc.).Wisdom is therefore, the process by which we also discern, or judge, between right and wrong, good and bad.

According to Dr. Quentin L. Burrell Cited in Zins C (2003-05), Data is defined as the basic individual items of numeric or other information, garnered through observation. Data exists without a context and is basically are devoid of information. Information is defined as data that is conveyed, possibly amenable to analysis and interpretation through a specific context. Knowledge is the general understanding and awareness garnered from accumulated information. Knowledge is gained by experience, enabling new contexts to be envisaged.





4.3 ANALYSIS: TRANSFORMATION OF DATA TO WISDOM

Transformation of data to wisdom can be precisely explained with help of diagram mentioned below. As we scale the levels of data maturity, data is transformed to information, knowledge and wisdom. We add more semantics frameworks such as Understanding (Relations, Patterns and Principles) at every level to add value to raw data and make it more useful.


Data is at abstract level initially. Therefore, does not provide information. Rather, information in general terms is processed data attached in context to relations. Information can be further described as data extracted, filtered and formatted to provide some meaning. Knowledge is a subset of information. This subset that has been processed based on understanding patterns. These understanding patterns referred to learning process. Therefore, Knowledge is information that has been subjected to, and passed tests of validation. Wisdom is the last component of data maturity. It is the application of knowledge expressed in principles to arrive at prudent, sagacious decisions about conflicting situations.


4.4 REFLECTION OF PRACTICE TO DEMONSTRATE TRANSFORMATION OF DATA TO KNOWLEDGE AND WISDOM

This example uses a Credit Card Re-Payment to show how data, information, knowledge, and wisdom relate to purchase, interest rate, and days for repayment without interest.

Data: The numbers 45 or 18%, completely out of context, are just pieces of data. Days, and Interest rate, out of context, are not much more than data as each has multiple meanings which are context dependent.

Information: I have considered a Credit Card Re-Payment as the basis for context and then days & interest rate become meaningful in that context with specific interpretations.

• No Interest is charged for the initial 45 days of goods purchased
• Interest rate, 18%, from then onwards till the complete repayment is made.

Knowledge: If I purchase a product using credit card, I’m given 45 days to make a re-payment without 18% interest being charged. But, if I fail to repay the amount within the given 45 days, I’m liable to pay an interest of 18% p.a till the repayment is done. This represents knowledge, which, when I understand it, allows me to understand how the information is transformed into knowledge over time. If use the credit card and make the repayment within 45 days of purchase will earn me interest free purchases.

Wisdom: To transform knowledge into wisdom is tricky. To gain wisdom, person using the credit card should be fully aware of the billing patterns adapted by the Credit Card Companies or Banks. Having an adequate knowledge and putting them into practice on continues basis would lead to wisdom.

I personally experienced this situation paying my credit card purchases. At the time of financial crisis mostly at the end of month, I used my 2nd Credit Card to repay for the goods purchased using my 1st credit card. I have practically avoided paying 18% interest to the credit card company’s couple of times and even maintained a very good credit history.


4.5 REFLECTIONS FROM GROUP LEARNING

The interactions among group members enabled me to differentiate the components like Data, Information, Knowledge and Wisdom.

The basic understanding boosted on referring to published articles by Knowledge Gurus and discussing with other colleagues. Based on the above facts here are my learning outcomes are

• Data – Row format
• Information – Proceeded data with a context
• Knowledge – Gained out of experience
• Wisdom – Gained on practical implementation of Knowledge

According to Shaikh S (2008) and Bello M (2008) Data, Information and Knowledge are different aspect of KM where they depend upon how best an individual can understand. For instance, a Data can be Information for an individual and for others it can be Knowledge.

This clearly shows the analysing capability of a person. Therefore Data, Information and Knowledge are interchangeable in view of individual perspectives. Shaikh S (2008) and Bello M (2008) highlighted data to describe it as interchangeable.


4.6 REFERENCES

Ackoff, R. L., "From Data to Wisdom", Journal of Applies Systems Analysis. Retrieved on February 9, 2008, from http://www.emeraldinsight.com

B, Gene. C, Durval and M, Anthony 2004, Transformation Path of Data to Wisdom [Image] Retrieved on February 10, 2008, from http://www.systems-thinking.org/dikw/dikw.html

Zins, C. (2006). Redefining information science: From information science to knowledge science. Journal of Documentation. Retrieved on February 11, 2008 from http://www.success.co.il/is/dik.html

Shaikh, Samir (2008), Blog: Samir Shaikh- Knowledge Management. Retrieved March 8, 2008 from http://m00188617.blogspot.com/

Bello, Munir (2008), Blog: Knowledge Management Strategies by Munir Bello. Retrieved on March 7, 2008 from http://mubell.blogspot.com

Knowledge Management Definitions

3. Introduction

Knowledge management is a management theory which emerged in early 1990s. It seeks to understand the way in which knowledge is created, used and shared within organizations. An objective of mainstream knowledge management is to ensure that the right information is delivered to the right person just in time, in order to take the most appropriate decision. In that sense, knowledge management is not interested in managing knowledge per se, but to relate knowledge and its usage. This leads to Organizational Memory Systems. More recent developments have focused on managing networks (the flow of knowledge rather than knowledge itself) and narrative forms of knowledge exchange.


3.1 Definitions for Knowledge Management

According to T. Davenport (1997) Knowledge Management is the systematic process of finding, selecting, organizing, distilling and presenting information in a way that improves an employee's comprehension in a specific area of interest.

Knowledge Management is a process that helps organizations identify, select, organize, disseminate and transfer important information and expertise that are a part of the organizational memory that typically resides within an organization in an unstructured manner (Gupta et al., 2000). This enables effective and efficient problem solving, dynamic learning, strategic planning and decision making. Knowledge management focuses on identifying knowledge, explicating it in a way so that it can be shared in a formal manner, and thus reusing the same.

According to Bose (2002) KM is defined as a process to manage the knowledge that is most important to the organization. It involves applying the collective knowledge and abilities of the entire workforce to achieve specific organizational objectives. It involves getting the right information to the right people at the right time, and helping people create and share knowledge and act in ways that will measurably improve individual and organizational performance.

From the above mentioned definitions it is very clear that all the authors defined Knowledge Management as a “Process” based on different implementation perspectives.


3.2 Illustration of KM Definitions

Some benefits of KM directly focus on savings, while others on available knowledge depositories within an organization. In today's information-driven economy, companies uncover the most opportunities and ultimately derive the most value from knowledge depositories rather than just physical assets. Working as an ERP Consultant was very difficult to manage the business operations along with the functional operations of the company using ERP systems like Syteline EPR System.

All the departments were integrated into the newly built ERP system based on the functional and business requirements of the company. The ERP system was made available for all the department. Later after 12 -18 months from the date of implementation ERP started giving problems as there was a change in business strategy in the line of pricing the products. As the EPR was developed and implemented by another company. The company which has using was not aware of the scalability of the EPR along the change of business process. This escalated an opportunity for ERP consultants to share the functionality of ERP system with the non-technical and technical staff developing basic knowledge depositories within the existing EPR Systems.

By sharing the ERP knowledge has given an opportunity to

• encouraging the free flow of ideas
• improve response time
• Boosted revenues
• enhanced employee retention rates
• streamline operations and reduce costs by eliminating redundant or unnecessary processes

This creative approach as a result improved efficiency, higher productivity and increased revenues. This scenario has formed a base for defining KM in my own words.


3.3 ANALYSIS OF KNOWLEDGE MANAGEMENT DEFINITION

Though there are many definitions of knowledge management. The definition stated by different authors emphasize these three main aspects like

• Systematic Process of Creating Knowledge
• Depositing and Distribution of Knowledge
• Improve organisations efficiency
• In today's information-driven economy, companies uncover the most opportunities and ultimately derive the most value from knowledge depositories rather than just physical assets of the organisation.

Although many approaches are defined to implementing knowledge management within and organization, the primary focus of Knowledge Management is to Create Knowledge or Identify the existing knowledge that are available. Knowledge Management predominantly relying only on humans to create relationships among individual knowledge sources to convert the tacit knowledge to explicit knowledge. In order to support systematic process of knowledge management there is a necessity to integrate some techniques or practices to share knowledge.

This approach helps organisation to develop a systematic process to identify, select, organize, disseminate or transferring Knowledge. The shared knowledge at explicit level will measurably improve individual and organizational performance. Consequently, this enables in enhancing business process of the organisation to achieve specific organizational objectives.

This argument is supported by T. Davenport (1997), Gupta et al., 2000 and Bose (2002).


3.4 REFLECTION FROM PRACTICE

For example, Working as an ERP Consultant in Manufacturing Company was very difficult to manage the business operations along with the functional operations of the company using ERP Systems (See Appendix II, page 32) like Syteline EPR System.

All the departments were integrated into the newly built ERP system i.e Syteline ERP System based on the functional and business requirements of the company. The Syteline ERP system was made available for the entire department. Later after 12 -18 months from the date of implementation ERP started giving problems as there was a change in business strategy in the line of pricing the products. As the Syteline EPR was developed and implemented by another company. The Manufacturing Company using Syteline ERP was not aware of the scalability of the changes with its business process and strategies. This escalated an opportunity for ERP consultants to share the functionality of Syteline ERP system with the non-technical and technical staff developing basic knowledge depositories within the existing EPR Systems.

By sharing the Syteline ERP knowledge has given an opportunity to

• Encouraging the free flow of ideas
• Improved response time
• Boosted revenues
• Enhanced employee retention rates
• Streamline operations and reduce costs by eliminating redundant or unnecessary processes

This creative approach as a result improved efficiency, higher productivity and increased revenues. This scenario has formed a base for defining KM in my own words.


3.5 MY DEFINITION FOR KNOWLEDGE MANAGEMENT

Knowledge Management ('KM') can be further redefined as a systematic process which comprises a range of practices used by organisations to identify, create, represent, and distribute knowledge. KM is more about transforming of data into information using IT Systems. The information is stored and made it available for others for future usage.


3.6 REFLECTIONS FROM GROUP LEARNING

The interactions among group members, Hinds F (2008), Bello M (2008) and Azeez T (2008) made me to focus on the predefined definitions and integrate with the real-time experience. This enabled me to understand the definition from different authors and compare with my experience and append more before exhibiting my own definition for KM.

The basic concepts of KM became clear on referring to published articles by Knowledge Gurus and discussing with other colleagues. Based on the above facts here are my learning outcomes are

• Systematic Process of Creating Knowledge
• Depositing and Distribution of Knowledge
• Improve organisations efficiency

Explanation: According to Shaikh S (2008), Bello M (2008) and Iqbal W (2008) defined KM as a process in which conversion of information takes series of steps and gets distributed among individuals. This conversion of information through series of steps can be considered as a process. Hence, KM was described as process. Furthermore, focusing on the definition written by Bello M (2008), who gave his prospective as a practice where it includes the transformation of knowledge from one form to other. For transformation of knowledge it is important to share the information through discussions or any other means. According to Shaikh S (2008) and Kasala P (2008) when the above factors are implemented practically would help in management of knowledge and peaks up the efficiency of organisation.

According to Peter (1992) cited by McAdam and McCreedy (1999) argued that technology plays no role in implementing Knowledge Management. Whereas, Bello M (2008) and Hinds F (2008) argues that technology is not a central part of KM but rather a useful enabler in the process of creating, disseminating and filtering knowledge.

These above discussions and literatures have supported me to conclude my learning outcomes and further aided in deriving my own definition for Knowledge Management.


1.7 REFERENCES

T. Davenport 1997. Working Knowledge, Harvard Business School Press. Retrieved on February 3, 2008 from http://ieeexplore.ieee.org/

Gupta, B., Iyer, L.S., & Aronson, J.E. (2000). “Knowledge Management: Practices And Challenges “. Industrial Management And Data Systems, Vol.100, Nos. 1 And 2. Retrieved on February 4, 2008 from www.tlainc.com/articl66.htm

Felix Weigel, Holger Meuss, Franc¸ois Bry, and Klaus U. Schulz.Content-Aware DataGuides for Indexing Large Collections of XML Documents. Forschungsbericht research report PMS-FB-2003-14, Institute of Informatics, University of Munich, 2003.

McAdam, R and S. McCreedy (1999a) “A Critical Review of Knowledge Management Models”, Retrieved January 27, 2008, from http://www.emeraldinsight.com/

Bose. R (2002), Customer Relationship Management: Key Components for IT success, Industrial Management & Data Systems, 102(2), 89-97.

Kasala, Pavan Kumar (2008), Blog: Pavan Kumar K: Knowledge Resources. Retrieved on January 29, 2008 from http://www.knowledgetechno.blogspot.com/

Shaikh, Samir (2008), Blog: Samir Shaikh- Knowledge Management. Retrieved January 29, 2008 from http://m00188617.blogspot.com/

Iqbal, Waseem (2008), Blog: Waseem: Knowledge management. Retrieved on January 30, 2008 from http://waseemknowledgemanagement.blogspot.com/

Bello, Munir (2008), Blog: Knowledge Management Strategies by Munir Bello. Retrieved on January 30, 2008 from http://mubell.blogspot.com/

Hinds, Fiona (2008), Blog: Knowledge Management Strategies by thinking Souljah. Retrieved on January 30, 2008 from http://souljah-on-knowledge-management.blogspot.com/

Azeez, Tobosun (2008), Blog: Knowledge Management Strategies by Tobosun Azeez. Retrieved on March 10, 2008 from http://tubokms.blogspot.com/

Knowledge Management Model by Prof. Nonaka

2.1 DESCRIPTION OF SECI MODEL

Ikujurio Nonaka, a professor at Hitotusbashi University and the University of California at Berkeley along with his colleagues (Nonaka 1991; Nonaka et. al. 1994; Nonaka & Takeuchi 1995; Nonaka et. al. 2000; 2001a; Nonaka & Toyama 2003), proposed a model for “Knowledge Management” for the very first time. This proposed model has undergone two phases of development since 1991. This model attained recognition as a useful and rigorous approach to describing the ways knowledge is generated, transferred and re-created in organizations. Nonaka referred this Knowledge Management Model as “SECI Model”

In brief, the model incorporates the following:

• Two forms of knowledge (tacit and explicit)


• An interaction dynamic (transfer)


• Three levels of social aggregation (individual, group, context)


• Four “knowledge-creating” processes (socialization, externalization, combination and internalization).

The creation of knowledge is a continuous process of dynamic interactions between tacit and explicit knowledge. The four modes of knowledge conversion interact in the spiral of knowledge creation. The spiral becomes larger in scale as it moves up through organizational levels, and can trigger new spirals of knowledge creation.

2.1.1 Socialization: the sharing of tacit knowledge between individuals through conversations and knowledge sharing meetings.

2.1.2 Externalization: the expression of tacit knowledge in publicly comprehensible forms.

2.1.3 Combination: the conversion of explicit knowledge into more complex sets of explicit knowledge which are more organized and systematic.

2.1.4 Internalization: the conversion of externalized knowledge into tacit knowledge on an individual or organizational scale.

The model assumes tacit knowledge can be transferred through a process of socialisation into tacit knowledge in others and that tacit knowledge can become explicit knowledge through a process of externalisation (top 2 squares of the model in Figure 1). The model also assumes (bottom 2 squares) that explicit knowledge can be transferred into tacit knowledge in others through a process of internalisation, and that explicit knowledge can be transferred to explicit knowledge in others through a process of combination.

Therefore, the transforming processes are assumed to be socialisation (everyday comradeship), externalisation (formalising a body of knowledge), internalisation (translating theory into practice) and combination (combining existing theories). However, perhaps knowledge transfer in organisations is much more complicated and convoluted than this simple matrix suggests.

2.1.5 Strengths

• Appreciates the dynamic nature of knowledge and knowledge creation.


• Provides a framework for management of the relevant processes.
  

2.1.6 Limitations or Drawbacks

• It is based on a study of Japanese organizations, which heavily rely on tacit knowledge.


• Employees are often with a company for life.

2.2 Critiques on Nonaka Model

Though, Nonaka’s Model is the most accepted theory in Knowledge Management. But, I argue on certain wrong assumptions made by Nonaka (1999) in SECI Model like

- Learning is within parameters of Managers
- SECI Model is applicable without any cultural influence


2.2.1 Learning is not only under management control

The technology enhancements had thrown open doors for unlimited knowledge depositories to acquire the tacit knowledge. This tactic knowledge can be gained by an individual without any restrictions and boundaries laid by the managers and management. The best example for knowledge depositories is internet. The learning process is incorporated into many of the modern company’s in-order to provide and enhance the technical aspects of the employee rather than setting parameters. The learning process is incorporated into many of the modern company’s in-order to provide and enhance the technical aspects of the employee rather than setting parameters.

This argument is supported by Poell and van der Krogt’s (2003) commenting that Nonaka apparently assumes workers only learn within parameters set by managers.


2.2.2 Culture as an Import factor

Japanese organization relies mostly on tacit knowledge of the employee. And employees are often happy working in one organization for the life-time. This scenario is totally reverse in most of the countries, the employees keep changing the company for various reasons like career growth, financial incentives or environmental change. Therefore implementing Nonaka Model in various countries is really not possible. This argument is further supported by Doyle (1985) and Glisby et. al (2003) that the Nonaka’s SECI model rests on Japanese management cultural practices, and is thus not transferable to other contexts.

The above mentioned critiques were emphasized based on the personal experience working with various organisations. This argument were further evaluated and compared with the critiques confirmed by other Knowledge Guru’s.


2.3 REFLECTION OF PRACTICE

Here is the practical example in support of first and second argument, that learning is not controlled by managers within the company and culture plays pivotal role in proposed SECI Model.

Firstly, I have started my IT career as a Junior Programmer and scaled as Senior Technical Consultant. This transformation of my designation from Junior Programmer to Senior Technical Consultant involved in changing companies every 12 - 18 months. Every IT company wouldn’t operate similarly to another company using similar kind of applications and software. Therefore, every move of changing the company involved a learning process. All the companies in the modern era focus on providing partial training for the new employees within the line of operation and job profile and the same was experienced by myself working for different organizations. The opportunity for an employee is to explorer more beyond the provided training to enhance skills and stand competitive in the job market. Therefore, I would like to support Poell and van der Krogt’s (2003) and criticize Nonaka’s statement that “Workers learn within the parameters set by Managers”.

Secondly, I had experienced working for a client like Citibank. The person who was in-charge of the Citibank operation moved to the new company without leaving any documentation on functional operation of Citibank. The knowledge was still in tacit form and was not converted to explicit form. This culture difference in the mindset of people becomes a barrier for implementations of Nonaka’s Model in countries other than Japan were spending most of the life working for the same company. Therefore, I would like to support Doyle (1985) and Glisby et. al (2003) and criticize Nonaka’s Model which rests on Japanese cultural and practices.


2.4 REFLECTIONS FROM GROUP LEARNING

After participating in seminars and lectures organised by Knowledge Management Strategies facilitators like (Aboubakr A. Moteleb and Prof. Mark Woodman) and accessing literature reviews from various authors formed a clear understanding about Nonaka’s SECI Model. This understanding further became explicit after discussing with other colleagues and visiting their blogs.

Based on the above facts here are my learning outcomes are

• Culture is an important issue in implementing Nonaka’s SECI Model
• Learning is not under the control of managers or management
  

2.4.1 Culture is an important issue in implementing Nonaka’s SECI Model

An organisation cannot plan to implement Nonaka’s SECI model without considering its merits and demerits. Though, Nonaka’s SECI model is widely accepted model in Knowledge Management.

Explanation: Based on fair understanding of Nonaka Model we discussed further about implementing Nonaka’s Model into our respective organisations. According to Shaikh S (2008), Nonaka Model neglected cultural influence taking into consideration of Indian employee changeovers to other organisations. Furthermore, Chaba A (2008) emphasized on the cultural influence in implementing Nonaka’s SECI Model.

These factors influenced my thinking ability by integrate my professional experience working with organisations in India and Asia-Pacific Countries like Malaysia. In these countries culture played a pivotal rule in implementing Nonaka’s Model where the employee changeover is very common phenomenon because of mind set of the people.

Hence, I would conclude my first learning outcome in support of Doyle (1985), Glisby et. al (2003), Shaikh S (2008) and Chaba A (2008) that the Nonaka’s SECI model rests on Japanese cultural and therefore it’s not easy to implement in other countries.


2.4.2 Learning is not under the control of managers or management

In today technology-driven world, every individual is aware of retrieving information from various resources. Thus, it has become an easy process to gain knowledge from those resources.

Explanation: According to Kasala P (2008), Knowledge need not only acquired from organizations during the time of employment, it can also be obtained from interactions between colleagues or people from outside the organisation like Internet Chatrooms, Journals and etc,. According to Shaikh S (2008), socialization plays a considerable role in terms of exchanging Knowledge between people. This clear explains that learning cannot be restricted or confined by managers or management.

Henceforth, I would conclude my second learning outcome in support of Poell and van der Krogt’s (2003) that learning is not under the control of managers or management.


2.5 REFERENCES

Doyle, J. L. (1985). Commentary: Managing the new product development process: How Japanese companies learn and unlearn. In K. B. Clark, R. H. Hayes, & C. Lorenz (Eds.), The uneasy alliance: Managing the productivity-technology dilemma. Boston: Harvard Business School Press. Retrieved January 29, 2008, from http://www.emeraldinsight.com/

McAdam, R and S. McCreedy (1999a) “A Critical Review of Knowledge Management Models”, Retrieved January 27, 2008, from http://www.emeraldinsight.com/

Nonaka, I., & Takeuchi, H. (1995). The knowledge-creating company. New York:Oxford University Press. Retrieved January 28, 2008, from http://www.12manage.com/methods_nonaka_seci.html

Poell, R. F., & van der Krogt, F. J. (2003). Learning strategies of workers in the knowledge-creating company. Human Resource Development International 6(3), 387–403. Retrieved January 29, 2008, from http://www.emeraldinsight.com/

Shaikh, Samir (2008), Blog: Samir Shaikh- Knowledge Management. Retrieved January 29, 2008 from http://m00188617.blogspot.com

Chaba, Ahmed (2008), Blog: Ahmed Chaba - Knowledge Management Strategy. Retrieved January 30, 2008 from http://m00188617.blogspot.com

Kasala, Pavan Kumar (2008), Blog: Pavan Kumar K: Knowledge Resources. Retrieved on January 29, 2008 from http://www.knowledgetechno.blogspot.com/

Welcome to Knowledge Management

About Knowledge Management ('KM')

Knowledge Management ('KM') comprises a range of practices used by organisations to identify, create, represent, and distribute knowledge. KM is more about transforming of data into information. The information is stored and made it available for others for future usage.