University of Istanbul

Faculty of Business Administration – MBA (English)

Management and Organization (Fall 2014)

Instructor : Dr.Muhtesem Baran

Prepared by :Farhad Soltani Salmasi

New strategic imperative of an organization

Old established paradigm regarding

knowledge

Knowledge is power and must be kept and

hoarded.

No one can know about it ,even your close

Friends, and it must be delivered to someone

trustworthy

New Paradigm regarding knowledge

Research has shown that distribution of

knowledge within an organization can help

“knowledge must be shared in an organization”

DATA is a mere

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Collection of mere data has no specific

information because it is “out of context”

CONTEXT

The relationship between the pieces of data

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When the relationship is discovered it is

possible to say that there is a piece of

“information” in hand

INFORMATION

Information merely provides the

relationship between data and little

implication for the future.

Conceptual progress from data to knowledge

KNOWLEDGE

Collection of Data, Information and the

“pattern” between them

Opposite to mere information which is

dependant on the context ,knowledge has

the tendency to create its own context .

KNOLEDGE IN CORPORATE CONTEXT

In a corporate context knowledge is the

product of organization and systematic

reasoning applied to date and information

Date and Info + organization & systematic reasoning

Knowledge (combination of all above)

TYPE Of KNOWLEDGE

Tacit knowledge is

stored in the brain of

every individual .

Both types are the

result of

Tacit knowledge

Explicit knowledge is

stored in the other forms

like books, documents

or…

Inter actions &

innovations

Explicit knowledge

TACIT KNOLEDGE

Personal

Accumulated with study and experience

Grows with practice of trial and error and

experience of success and failure

Context-specific

Difficult to formulize , read or articulate

Includes subjective insight

Sharing is highly dependant and challenging

Difficult to identify

Once identified, becomes a very important asset

Extremely difficult for others to replicate

EXPLICIT KNOWLEDGE

Codified

Stored in documents , books and like

Can be transmitted and shared

Includes knowledge assts such as reports, memos,

business plans, drawings , trademark, methodologies

and like

Dependant on Tacit knowledge for interpretation

From Personal Knowledge to

Organizational knowledge

Dynamic interaction between Tacit and Explicit

knowledge can create a process to turn personal

knowledge into organizational knowledge.

This process is the essence of “ knowledge

creation in an organization”.

SPRAL O KNOWLEDGE CREATION

STAGE OF KNOWLEDE CREATION

SOCIALIZATION : transfers tacit knowledge between

individuals through observation, imitation and practice.

EXTERNALIZATION: triggered by dialogue or collective

reflection and relies on analogy or metaphor to translate tacit

knowledge into documents and procedures.

COMBINATION: consequently reconfigures bodies of explicit

knowledge through sorting, adding, combining and categorizing

processes and spreads it throughout an organization.

INTERNALIZATION: translates explicit knowledge into

individual tacit knowledge.

CREATED KNOLEDGE OF ORGANIZATION

Core Knowledge :The kind of knowledge that is

critical to the attainment of the

organization’s goal and the fulfillment of its

strategy is called “core knowledge”.

Enabling Knowledge: knowledge that can

maintain the effectiveness of the organization is

called “enabling knowledge”

Knowledge Challenge

top management usually does not know who has

what information.

Few top executives are aware of where core and

enabling knowledge reside and how to enable this

knowledge to flow through the organization.

(Purpose of Knowledge Management)

Definition of Knowledge Management

Conversion of tacit knowledge into explicit

knowledge and sharing it within the organization

or

The process through which organizations generate

value from their intellectual and knowledge

based assets

Other Definitions Of Knowledge Management

ASPECTS OF KNOWLEDGE MANAGMENT

Information Management. (management of

knowledge related to the objects that are

identified and handled by information system.)

People Management (management of trait

knowledge that resides inside the heads of

people.)

Information Analysis and Information

Planning are two other conceptual

aspects that derived from Information

management

Information Analysis

Information Management

Information planning

Entrepreneurs and managers have become

more aware that knowledge –as

differentiated from mere information – is an

even more valuable resource of the

organization. Therefore techniques such as

knowledge technology helps managers to

conduct similar process applied to

information.

knowledge analysis

knowledge Technology

knowledge planning

The second aspect of knowledge management is people

management. Basically, this involves the management of

tacit knowledge that resides inside the heads of people.

Knowledge technology

Knowledge analysis

Knowledge planning

People management

Knowledge management

What does knowledge management do?

it also involves the creation of knowledge for

competitive advantage and the conversion of

large amounts of organizational data into

readily accessible information.

Both aspects of knowledge management embody

two immediate concerns:

(a) to make organizational knowledge more

productive; and

(b) To produce benefits that are significantly

greater than those envisioned. Knowledge

management offers an excellent opportunity to

adopt previously impossible

business strategies

Pillars of Knowledge Management

Management and organization

Infrastructure

People and culture

Content management system

Management and organization

The most important pillar

to promote knowledge management and

demonstrate its strategic importance top

management must provide adequate examples of

ideal behavior and communicate clearly

with all levels in the organization.

structure to support knowledge

management should be implemented, including

financial, technological and

human resources. (CKO)

Why do we have to manage knowledge

Infrastructure

People and Culture

knowledge management system depends on the

efficient management of people and culture

within the organization.

People and culture as an enabler of knowledge

management requires three important elements.

These are: (a) the redefinition of organizational

structure, (b) the corresponding human resource

practices, and (c) a consistent organizational

culture.

Content management systems