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Textboo
• Dalkir, K. (2011). Knowledge Management inTheory and Practice. The MIR Press. USA. ISBN:97!02"201#00.
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A light bulb in the socket is
worth two in the pocket.
- Bill Wolf (1950-2001)
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• Use a Framework and clear language for Knowledge
Management concepts.
•Define key knowledge management concepts such asintellectual capital, organiational learning and
memory, knowledge ta!onomy, and communities of
practice using concept analysis.
• "ro#ide an o#er#iew of the history of knowledge
management and identify key milestone.
• Descri$e the key rols and responsi$ilities re%uired for
knowledge management applications
$ear%i%& '*+es
&
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A*k%+-le&ee%
These slies ha/e ee% aae r+Dalkir, K. (2011). Knowledge
Management in Theory and Practice. The MIR Press. USA. ISBN: 97!
02"201#00. (3haer 1)
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• (hat is Knowledge Management)
• Multidisciplinary nature of KM
• *he two ma+or types of knowledge• istory of KM
• -rganiational perspecti#es on KM
• (hy is KM important today)
S T+i*s
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!ntrodu"t#on
• T$e ab#l#t% to manage nowledge is $ecoming
increasingly more crucial in today/s knowledge economy.
*he creation and diffusion of knowledge ha#e $ecome
e#er more important factors in "ompet#t#&eness.
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Knowledge is being regarded as a
valuable commodity that is embedded
in products(especially hightechnology products)
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!ntrodu"t#on 'Cont()
• Da#enport and "rusak 01223, p. 45 pro#ide the following
distinctions $etween data, information, and knowledge
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*+T+ 6 set of discrete, o$+ecti#e facts a$out e#ents.
!N,.M+T!N 6 message, usually in the form of a document or an
audi$le or #isi$le communication
KN/*
6 fluid mi! of framed e!periences, #alues, conte!tual
information, and e!pert insight that pro#ides a frameworkfor e#aluating and incorporating new e!periences and
information. 7t originates and is applied in the minds of
knowers. 7n organiations, it often $ecomes em$edded not
only in documents or repositories $ut also in organiational
routines, processes, practices, and norms.
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Knowledge management 0KM5 was initially defined as the
process of applying a s%stemat#" approa"$ to8
T$e "apture stru"ture management and d#ssem#nat#on
o nowledge t$roug$out an organ#5at#on #n order to
wor aster reuse best pra"t#"es and redu"e "ostl%
rewor rom pro6e"t to pro6e"t
0Nonaka and *akeuchi, 122&9 "asternack and :iscio, 12239"feiffer and ;utton, 12229
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/$at #s Knowledge Management7 'Cont()
• Knowledge management is the del#berate and
s%stemat#" "oord#nat#on of an organiation/s people,
technology, processes, and organiational structure in
order to add #alue through reuse and inno#ation.
• *his coordination is achie#ed through "reat#ng s$ar#ng
and appl%#ng nowledge as well as through feeding the
#alua$le lessons learned and $est practices into corporate
memory in order to foster continued organiational
learning.
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/$at #s Knowledge Management7 'Cont()
• ;trategies and processes designed to identify, capture,
structure, #alue, le#erage, and share an organiations
intellectual assets to enhance its performance and
competiti#eness.
• 7ts $ased on 4 critical acti#ities81.=apture and documentation of indi#idual e!plicit and tacit
knowledge.
4. 7ts dissemination within the organiation.
0*he Business Dictionary, http8>>www.$usiness?dictionary.com>definition>Knowledge?management.html 5
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http://www.business-dictionary.com/definition/Knowledge-management.htmlhttp://www.business-dictionary.com/definition/Knowledge-management.html
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7nterdisciplinary Nature of KM
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T$e 2 Ma6or T%pes o Knowledge
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T$e 2 Ma6or T%pes o Knowledge:
Ta"#t 8S xpl#"#t
Bina Nusantara;ource 8 http8>>www.cogniti#edesignsolutions.com>KM>A!plicit*acit.htm
http://www.cognitivedesignsolutions.com/KM/ExplicitTacit.htmhttp://www.cognitivedesignsolutions.com/KM/ExplicitTacit.htm
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1'
A!plicit #s. *acit Knowledge
files
Ta"#t Knowledge
xpl#"#t Knowledge
90-9; 1-20;
a"t#&e pass#&e
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T$e 2 Ma6or T%pes o Knowledge:
Compar#son o propert#es o Ta"#t andxpl#"#t Knowledge
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• Ta*i K%+-le&e
Abilit! to "#"pt$ to #e"l with
new "n# e%ception"lsitu"tions.
&%pertise$ know-how$ know- wh! "n# c"re-wh!.
Abilit! to coll"bor"te$ to sh"re
" 'ision$ to tr"nsit " culture o"ching "n# entoring to
tr"nsfer e%perinti"l knowle#geon " one to one$ f"ce to f"ce b"sis
• 45li*i K%+-le&e
Abilit! to #issein"te$ to
repro#uce$ to "ccess "n# tore"ppl! throughout theorg"ni*"tion.
Abilit! to te"ch$ to tr"in.
Abilit! to org"ni*e$ to
s!ste"ti*e+ to tr"nsl"te " 'ision into " issionst"teent$ into oper"tion"lgui#elines.
,r"nsfer of knowle#ge 'i"pro#ucts$ ser'ices "n#
#ocuente# processes
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T$e Con"ept +nal%s#s Te"$n#
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T$e Con"ept +nal%s#s Te"$n#
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Ke% +ttr#butes o KM 'Cont()'.uggles and =olts$ouse 1>>>)
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,a"#l#tat#ng nowledge growt$ t$roug$
"ulture and #n"ent#&es
Transerr#ng ex#st#ng nowledge #nto ot$er
parts o t$e organ#5at#ons
Measur#ng t$e &alue o nowledge assetsand@or #mpa"t o KM
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=#stor% o KM
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*e&elopmental A$ases #n KM =#stor%
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7ndustrialiation
*ransportation
=ommunications
=omputeriation
:irtualiation
"ersonaliation
13
13&
12
12&C
123
4
* Birth of the Internet, 1969
*e&elopmental A$ases #n KM =#stor%
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KM M#lestones
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KM =#stor%: ,rom A$%s#"al +ssets toKnowledge +ssets 'Cont()
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• Knowledge has now $ecome more #alua$le that
physical Ethings
G ;6B
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T$e 3 enerat#ons o KM
G 1st Heneration8
• Eif we only knew what we know 7*
G 4nd Heneration8• Eif we only knew who knows a$outI. "A-"A
G @rd Heneration8
• Eif we could only organie our knowledgeI.
=-N*AN*
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KM
Toda%Bs /or#ng nronmentMore
,aster
More
Conne"ted!""
!"
Internet
More
lobal
Multi?cultural
Multi?lingual
Multi?site
More
Mob#le
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!n"reas#ng Complex#t%
• *oday/s work en#ironment is more comple! due to anincrease in the num$er of subjective knowledge items weneed to attend to e#eryday G Filtering o#er 4 emails, fa!es, #oicemail messages on a daily
$asis G how to prioritie) G a#ing to Ethink on our feet as e!pected response time hasgreatly decreased as well
G KM is a response to the challenge of trying to manage thiscomple!ity amidst information o#erload
• 6 Escience of comple!ity
• Knowledge and entropy production ha#e an in#erse relationship
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T$e ub#
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;hared Dri#e -rganiation8 (hichone would you choose)
Folders8•;arah•"eter •
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Ne!t challenge8 "reser#ing
#alua$le knowledge• -rganiational Eamnesia or forgetting
T$e "ost o lost nowledge:
-nce upon a time we put a man
on the moon G today we can no
longer do so. *he $lueprints for the
;aturn $ooster are no longer at
N6;6 G the only rocket with enoughthrust to send a manned payload on
its way. *he original 6pollo work?
force is long since retired I some
documents endure $ut they are
de#oid of meaning 0"etch, 12235
N+S+ loses #lm o #rst moon
land#ng:
*he original film of man/s first steps
on the moon ha#e $een lost. *he
original tapes, although nowhere
near the standard of normal t#transmission, would still $e of far
$etter %uality than the #ideo we ha#e.
N6;6 simply filed them away. 6nd
as personnel retired or died, the
location of the tapes was forgotten.
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KM =#stor%: T$ree e&el !ntelle"tual
Cap#tal
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-perational
*actical
;trategic
*echnical integration
Mainly Objective
"olitical Negotiation
Mainly Subjective
Increasing Comle!ity
!ntelle"tual Cap#tal
T$ree e&els o !ntelle"tual Cap#tal
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rgan#5at#onal Aerspe"t#&es o KM
(iig 0122@5 considers KM in organiations from three perspecti#es, eachwith different horions and purposes8
• Fus#ness Aerspe"t#&e 8 focusing on why, where, and to what e!tent the
organiation must in#est in or e!ploit knowledge. ;trategies, products and
ser#ices, alliances, ac%uisitions, or di#estments should $e considered from
knowledge?related points of #iew.• Management Aerspe"t#&e 8 focusing on determining, organiing, directing,
facilitating, and monitoring knowledge?related practices and acti#ities
re%uired to achie#e the desired $usiness strategies and o$+ecti#es.
• =ands-on Aerspe"t#&e 8 focusing on applying the e!pertise to conduct
e!plicit knowledge?related work and tasks.
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/$% #s KM #mportant toda%7
• *he ma+or $usiness dri#ers $ehind today/s increased
interest and application of KM lie in J key areas8
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-rganiations todayare more glo$al G
multisite,
multilingual, and
multicultural innature
lobal#5at#on
o Fus#ness
1
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/$% #s KM #mportant toda%7 'Cont()
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(e are doing more
and we are doing it
faster, $ut we alsoneed to work
SM+.T. as
KN/*
/.K. Gincreased pace and
workload
earner
rgan#5at#ons
4
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/$% #s KM #mportant toda%7 'Cont()
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(e are more mo$ile as
a workforce, which
creates pro$lems of
knowledge continuity for
the organiation, and
places continuous
learning demands on
the KN/*/.K.
Corporate
+mnes#a@
/e no longer expe"t to wor
or t$e same organ#5at#on or
our ent#re "areer
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/$% #s KM #mportant toda%7 'Cont()
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(e are more
connected G 7*
ad#anced ha#e
made connecti#itynot only u$i%uitous
$ut has radically
changed
e!pectations
Te"$nolog#"al+d&an"esJ
We are expected to be on at all times and the turnaroundtime in responding is now measured in minutes, not week
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KM or !nd#duals "ommun#t#es andrgan#5at#ons
• elps people do their +o$s and sa#e time
through $etter decision making andpro$lem sol#ing
• Builds a sense of community $onds within
the organiation
• elp people to keep up to date• "ro#ides challenges and opportunities to
contri$ute
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,or t$e !nd#dual
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KM or !nd#duals "ommun#t#es andrgan#5at#ons 'Cont()
• De#elops professional skills
• "romotes peer to peer mentoring• Facilitates more effecti#e networking and
colla$oration
• De#elops a professional code of ethics
that mem$ers can adhere to
• De#elops a common language
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,or t$e
Commun#t%
Ara"t#"e
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KM or !nd#duals "ommun#t#es andrgan#5at#ons 'Cont()
• =ross fertilies ideas and increases opportunities for
inno#ation
• Ana$les organiations to $etter stay ahead of the
competition
• Builds organiational memory
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,or t$e rgan#5at#on • elps dri#e strategy
• ;ol#es pro$lems %uickly
• Diffuses $est practices
• 7mpro#es knowledge em$edded in
products and ser#ices
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6h is KM I+ra% T+a8
Conta#ners
Contents
Commun#t#es
Summar% o t$e T$ree Ma6or Components o KM
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Cont#nued to wee 2
'KM C%"le)
*hank you