Knowledge Management & Organizational Capacity. Suliman Al-Hawamdeh Professor and Chair College of Information, University of North Texas

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1 Knowledge Management & Organizational Capacity Suliman Al-Hawamdeh Professor and Chair College of Information, University of North Texas

2

3 The Need to Manage Knowledge Knowledge is in the mind of people Managing knowledge requires change in the mindset by making people in the public sector realize the need to manage knowledge The challenge is in deciding who got it, who needs it, and how to make it happen Competitive success nowadays is based on how knowledge and intellectual capital is managed Capturing and transferring the knowledge residing in the minds of people is no longer a luxury activity.

4 Why it is Difficult to Manage Knowledge?

5 Information vs Knowledge Can be Captured and Codified Cannot be Captured or Codified. Can only be Socialized Explicit Knowledge Information Know How & Know Who Tacit Knowledge Competencies & Experience

6 If only HP knew what HP knows, we will be 3 times more productive Lew Platt, former CEO of Hewlett-Packard Intellectual capital is the sum of everything everybody in a company knows that gives it a competitive edge. Stewart We know more than we can tell Polayni Tacit Knowledge Competencies Know How

7 Knowledge Sources Customer Knowledge -external and valuable Knowledge in Products- added value Knowledge in People- internal and valuable Knowledge in Processes - know-how Organizational Memory - do we know what we know? Knowledge in Relationships - richness and depth Knowledge Assets - intellectual capital Knowledge in Documents - Information

8 Key Drivers of Knowledge Management

9 The Problem of Information Overload Best Described as: Drowning in Information But Starved for Knowledge

10 Technological Advances The advances in information & communication technologies and the Internet has created new market places and changed the way people perceive and consume information

11 Maintaining Competitive Advantage As a greater percentage of economic growth arises from the knowledge sector, competitive advantage will come from being able to leverage knowledge and intellectual capital

12 Knowledge Loss Organizations are often forced to reduce the work force to cope with economic crises or increased competition. As a result they suffer Brain Drain and it becomes important to maintain the knowledge within the organization and Minimize The Knowledge Loss

13 Dealing with change Existing products become obsolete faster and as a result organizations need to constantly innovate to stay ahead of the competition. Innovation comes from the ability to see the obvious and therefore need to monitor developments and opportunities that might impact your business or market.

14 Achieving organizational efficiency Continuous improvement in operational efficiency and productivity is essential to long term earning growth Improving individual effectiveness Improving team effectiveness E = MC 2 M is the Mastery of each individual (human capital) C are the Connections that join individuals into a community (social capital) C is the Communication that flows (Vancho Cirovski, Vice President of Human Resources at Cardinal Health)

15 Value Utilization Pyramid Info & Knowledge Utilization Info & Knowledge Sharing Info Acquisition & Content Management Infrastructure, Information System & Technology Investment Source: Al-Hawamdeh S. (2003) Knowledge Management: Cultivating Knowledge Professionals. Oxford: Chandos Publishing

16 Knowledge Management Knowledge Management is not about managing knowledge per se. We can manage what we know if only we know what we know Knowledge management is about managing knowledge processes & practices that enhance organizational performance It is the use of knowledge (people + information) to achieve organizational objectives and increase organizational performance

17 People Technology KM Processes

18 Organizations & KM Organizations are increasingly aware of the importance of knowledge and the fact that knowledge cannot be treated as an organizational asset without the active and voluntary participation of the communities that are its true owners. A major problem that faces all organisations is the issue of how to convince, coerce, direct or otherwise get people within organisations to share their information People within the organization are no longer naive and have an unquestioning deference to authority. Nowadays employees form their own values and perceptions and likely to resist to any changes that they viewed as not beneficial to their welfare.

19 Organizational Capacity Organizational capacity refers to the resources, knowledge, and processes employed by the organization. Operational Capacity (running day to day operations). Adaptive Capacity (Learn and change in response to changing environment)

20

21 Knowledge and Information Profession Today, as more and more organisations have started to realise the importance and benefits of managing knowledge assets and flows, information professionals are faced with the challenge of transforming themselves from document managers and gatekeepers to information specialist with expertise in capturing and transferring tacit and informal knowledge

22 Knowledge & Information Profession The problems and messes that await a true knowledge management profession can be found in today s management and information practices involving the aggregation of knowledge in both the public and private sectors. The current economic crises attest to that. According to Peter Drucker, who coined the term knowledge worker, Information becomes knowledge only when it is in the hands of somebody who knows what to do with it.

23 KM Professionals Must Engaged in problem-setting, problem-solving and developing creative ways forward Demonstrate autonomy of thought and decision-making within the context of working with other professionals Able to transcend the boundaries of their discipline and work with issues holistically while contributing their particular expertise and skills Engage in continual learning and development at a number of levels, from basic updating to re-evaluation of their overall practice and envelope of capability Go beyond uncritical acceptance of a professional code, to a deep-rooted commitment to personal ethical standards and professional practice principles

24 The Role of KM Professional Assocations The Knowledge & Information Professional Association (KIPA) is an evolving umbrella group of diverse knowledge and information professionals who share a common goal of advancing the intelligent sharing of personal and organizational knowledge. Professionals represented in KIPA include knowledge managers, content managers, IT specialists, information analysts, librarians, archivists, records managers, document managers, web developers, and information architects.

25 The Role of KM Professional Assocations The Knowledge & Information Professional Association (KIPA) is an evolving umbrella group of diverse knowledge and information professionals who share a common goal of advancing the intelligent sharing of personal and organizational knowledge. Professionals represented in KIPA include knowledge managers, content managers, IT specialists, information analysts, librarians, archivists, records managers, document managers, web developers, and information architects.

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