Taking into consideration that in contemporary organisations knowledge as a strategic resource is more important than strategy itself, its development can be encouraged only through proper and adequate management, namely qualitative running of human resource management. Knowledge and innovation are currently crucial drivers of the economy, while the management of human resources helps us to identify and secure the most effective flow of that knowledge through the organisation for the purpose of improving the effectiveness of the organisation.
The success in adapting to globalisation processes and the unpredictable path of the economic crisis can be reflected through appreciation of knowledge as a strategic resource, while the main determinant of technological advancement is particularly in the gathering ofknowledge and investment in intellectual capital. According to their thinking, making a distinction between these three concepts and the possibility of understanding which of these is necessary for the organisation and at which time, can lead the organisation to success or failure.
All three concepts have to be understood in order to be used in the appropriate moment as the right solution. This data is gathered by an organisation in accounting information systems and their use is relatively small. Information can be explained as a message that has a sender and receiver Davenport T. And as the term itself suggests its objective is to inform the receiver who will decide if it is useful or not for him or her and the organisation. Knowledge has definitions which present a challenge and hence there is no single comprehensive definition of knowledge.
McDermott Mcdermott, , p. While most authors make a distinction between information and data depending on the context and the understanding of the derived data, information, and knowledge, this is exactly what for someone is seen as knowledge and for the rest it can be information. Categories of knowledge Knowledge can be classified in two types: explicit and tacit knowledge. Management, , p. Explicit knowledge can be expressed in numbers and words, which are easy for communication and further distribution.
It is manifested in various forms as part of books, manuals, rules, regulations, pictures, patents, databases, etc figure 1. Tacit knowledge different from explicit knowledge is found in the possession of employees, in their minds in the form of skills, experiences, expertise and similar. Tacit knowledge is difficult to document and share with others, hence it is necessary to manage such individual knowledge, and in some manner transform it into explicit knowledge in order to transfer it to others, mainly through communication and social interaction.
Figure 1:Categories of knowledge Holders of tacit knowledge, when they wish to share it with others, must first turn it into explicit knowledge or knowledge that can easily be transferred to others. Explicit knowledge is only the tip of the knowledge iceberg, but both explicit and tacit knowledge are equally important and complement each UDC: In order to better understand this complementary effect, it is important to understand the various methods of knowledge transformation and knowledge transfer.
Hence we can say that knowledge management is a range of actions through which we use the organisation in order to identify, create, present and transfer knowledge for further use and learning through the organisation. Knowledge management is an important business concept integrated into the business and organisational structure of those participating in the market. Factors which are conditions for the initiation of knowledge management are the increase in business size and complexity which make it more difficult to obtain information and circulate such information within the organisation.
We can also say that knowledge management is a business philosophy which considers knowledge and innovation as its strategic weapon. If the organisation or those who manage knowledge are able to implement knowledge processes, productivity, profitability and growth of the organisation will considerably improve. Knowledge management is a process which is developed continuously.
New knowledge is created based on the old, and similarly this new knowledge becomes old and is replaced by new knowledge, and so on. Basic forms of knowledge management which are most often highlighted in literature are: www. It begins with explicit and tacit knowledge based on which through work new knowledge is created as a consequence of the previous one. Knowledge storing is performed by placing it in the appropriate bases, in a form that is acceptable and suitable for learning.
Tacit knowledge is the most important, but as we have highlighted it is difficult to transform it into explicit knowledge and is difficult to transfer to other members. Knowledge transferrepresents every kind of knowledge exchange between individuals, teams and organisations. It is a unidirectional process where the source and recipient of knowledge are clearly defined, the objective of which is previously determined and defined: transferring knowledge to others.
Knowledge which is transferred can be explicit or tacit, or a combination of these. As the name suggests, knowledge transfer represents the conveying of knowledge from the source in a manner that the recipient can learn and apply it.
The source and recipient of the knowledge can be individuals, groups, teams, organisational units or organisations as a whole, in any of these combinations. Knowledge utilisation is a phase in which value is added only when knowledge is in use.
While many managers intuitively believe that strategic advantage can… Expand. View on SAGE. Save to Library Save. Create Alert Alert. Share This Paper. Background Citations. Methods Citations. Results Citations. Figures and Tables from this paper. Citation Type. Has PDF. Publication Type. More Filters. Knowledge recognized as a valuable resource will behove organizations to develop a mechanism for tapping into the collective intelligence and skills of employees aimed at creating a greater … Expand.
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Knowledge management has emerged as an area of enquiry for managing organizational knowledge. It is a key driver for organizational effectiveness and competitive advantage and an effective way to … Expand.
Developing business aligned knowledge management strategy. With the growing awareness of the crucial role that knowledge can play in gaining competitive advantage, several issues with regard to knowledge management KM initiatives have challenged … Expand.
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Enter the email address you signed up with and we'll email you a reset link. Need an account? Click here to sign up. Download Free PDF. Yves Wautelet. A short summary of this paper. Download Download PDF. Translate PDF. On the other hand, requirements-driven software methods are structure, and relational mechanisms among stakeholders [6]. Typically, such and minimize risks related to organizational knowledge loss methods are well-suited for the straightforward inclusion and [7].
Moreover, governing knowledge management sets the adaptation of knowledge management governance principles into the software development life cycle. To consolidate both structural principles and rules within which all the components perspectives, this paper proposes a generic framework allowing of a knowledge management system should be deployed in the to drive Knowledge Management in the GI-Tropos software broader organizational context.
Unfortunately, little specific processes. Indeed, most studies on knowledge management governance have rather focused on more wide-ranging fields I. Software Engineering [1] is a wide knowledge area. It requires Therefore, this paper proposes a generic framework to various other types of data, information, skills and know-how align knowledge management rules and constraints to software during the software development and operation processes [2].
The framework uses strategic modeling techniques It is notably devoted to implement human activities and cope to represent the organizational setting but also governance and with socio-intentional problems through business modeling management structures. We will also more specifically discuss and requirements engineering techniques at the strategic level the adoption of our framework within particular processes [3]. The software development life-cycle process itself is a in order to align KM governance with requirements-driven structure of groups of activities in which communicating and software specification.
This paper is organized as follows. Section 4 introduces a use case for validation. Finally, and sharing of human knowledge tacit and explicit that use Section 5 concludes the paper and points out further work.
KM mechanisms are organizational or iterative perspective based on a series of phases illustrated in structural instruments that are used to enable KM systems. The research method we have followed uses deductive forward engineering transformational techniques, a bottom-up approach, I-Tropos was considered as a given and for aligning requirements-driven software processes with IT validated framework and has been enhanced with a governance governance rules and principles.
This extension aims to en- level. GI-Tropos also [12] that supports iterative [13] and agent development [14]. In I-Tropos, the Organizational value added by aligning requirements-driven software pro- Modeling and Requirements Engineering disciplines respec- cesses with IT governance rules and constraints. The Architectural and Detailed Design disciplines cor- as well as developing strategies to manage them.
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