Is421 lecture01(intro to knowledge management systems)

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Abdisalam Issa-Salwe

Information Systems Department

College of Computer Science & Engineering Taibah University

Abdisalam Issa-Salwe, Taibah University

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Introduction to Knowledge

Management Systems (Knowledge Management Systems IS421)

Lecture 1

Irma Becerra-Fernandez, Avelino Gonzalez & Rajiv Sabherwal (2004) Knowledge Management: Challenges,

Solutions and Technologies, Prentice Hall

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Abdisalam Issa-Salwe , College of Computer Science & Engineering, Taibah University

Topic list

Definition of Knowledge Management

Forces Driving Knowledge Management Data, Information and Knowledge

Importance of Knowledge

Managing Knowledge

Organizational Learning

Through Knowledge Management

Knowledge-based Economy

Components of Knowledge Management Systems

KM & Information Technologies

Components of Knowledge Management Systems

Approaches to Knowledge Management

Objectives of Knowledge Management

Essence of KM

Knowledge Repositories

Knowledge Management System Cycle

KM Benefits

KM Integration

Factors Leading to Success and Failure of Systems

Knowledge Management Issues

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Definition of Knowledge Managment

Knowledge management (KM) is defined

as doing what is needed to get the most

out of knowledge resources.

KM focuses on organizing and making

available important knowledge, wherever

and whenever it is needed.

KM is a clear and certain perception of

something understanding learning

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Definition of Knowledge Management (cont…)

KM is what is perceived or grasped by

the mind

KM is a practical experience and skill

which is organized information applicable

to problem solving

KM is a collection of specialized facts,

procedures and judgment rules.

KM is also related to the concept of

intellectual capital.

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Forces Driving Knowledge Management

1. Increasing Domain Complexity: Intricacy of internal and external processes, increased competition, and the rapid advancement of technology all contribute to increasing domain complexity.

2. Accelerating Market Volatility: The pace of change, or volatility, within each market domain has increased rapidly in the past decade.

3. Intensified Speed of Responsiveness: The time required to take action based upon subtle changes within and across domains is decreasing.

4. Diminishing Individual Experience: High employee turnover rates have resulted in individuals with decision-making authority having less tenure within their organizations than ever before.

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Data

Data represents raw numbers or assertions

Data comprises facts, observations, or perceptionsRefers to isolated facts such as individual measurements.

Data are raw facts about the organisation and its business transactions.

No meaning on their own

Do not signify anything

Useless unless placed in some sort of context.

Most data items have little meaning and use by themselves.

Data, Information and Knowledge

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Data, Information and Knowledge (cont…)

Information: It is data with semantics. Information is data that has been refined and

organised by processing and purposeful intelligence.

Information, purposeful intelligence, is crucial to the definition

People provide the purpose and the intelligence that produces true information.

Information is data with context and relevance In contrast, data can include millions of useless garbage bits,

which are nothing more than uninterpretable zeros and ones

Information involves manipulation of raw data Often, information can be used to obtain a more meaningful

indication of trends or patterns

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Knowledge: It is information with direction.

Knowledge is information with decision-

making and action-directed utility and purpose

Knowledge is defined by some as “a justified

true belief” (Nonaka and Takeuchi 1995)

Different from data & information

Knowledge is at the highest level in a hierarchy

with information at the middle level, and data to be

at the lowest level

It is the richest, deepest & most valuable of the

three.

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Data are raw facts that constitute building

blocks of information.

Information science defines data as unprocessed

information.

Information is data that have been organized and

communicated in a coherent and meaningful

manner.

Data is converted into information, and information

is converted into knowledge.

Knowledge: information that is evaluated and

organized so that it can be used purposefully.


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Importance of Knowledge

Knowledge

Knowledge consists of symbols, the

relationships between them and rules or

procedures for manipulating them

Adds context to the information, providing

greater meaning and therefore much greater

use and value

It is dynamic and changes with time

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Importance of Knowledge (cont…)

Explicit knowledge: Explicit knowledge refers to knowledge that has been expressed into words and numbers.

Can be shared formally and systematically in the form of data.

Objective, rational, technical

Policies, goals, strategies, papers, reports

Codified

Leaky knowledge

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Tacit knowledge: Tacit knowledge includes

insights, intuitions, and hunches, that are not

verbalized or documented.

Can be convert to explicit knowledge to tacit

knowledge.

Subjective, cognitive, experiential learning

Highly personalized

Difficult to formalize

Sticky knowledge

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General knowledge is possessed by a

large number of individuals and can be

transferred easily across individuals

Specific knowledge, or “idiosyncratic

knowledge”, is possessed by a very limited

number of individuals, and is expensive to

transfer.

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Types of Knowledge (cont…)

Subjective View of knowledge:

Knowledge reality is entirely dependent on human

perception, and is socially constructed through

interactions with individuals.

Knowledge has no existence independently of social

practices and human experiences.

Knowledge is not an independent object.

Knowledge has no single location.

Knowledge is viewed as an ongoing accomplishment, which

continuously affects and is influenced by social practices.

Knowledge as State of Mind

Knowledge as Practice

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Objective Subjective View of knowledge: Reality is independent of human perceptions and can be

structured in terms of a priori categories and concepts.

Knowledge can be located.

Knowledge as Objects

Something that can be stored, transferred, and manipulated.

Object-oriented programming analogy: instances of structs (classes).

Knowledge as Access to Information

Knowledge enables access and utilization of information.

Object-oriented programming analogy: Interfaces and methods are more important than structs.

Knowledge as Capability

Not merely access to information – instead, emphasizes knowledge as a strategic capability that can potentially be applied to seek a competitive advantage.

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Declarative knowledge (or substantive knowledge): Focuses on beliefs about relationships among

variables.

Can be stated in the form of logical propositions, expected correlations, or formulas relating concepts represented as logical symbols and/or mathematical variables.

Often characterized in KM circles as “know-what”.

Procedural knowledge: Focuses on beliefs relating procedures or processes:

sequences of steps or actions to desired (or undesired) outcomes.

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Managing Knowledge

KM is a process that helps organizations identify, select, organize, disseminate, and transfer important information and expertise that are part of the organization’s memory.

KM is the process of systematically and actively managing and leveraging stores of knowledge in an organization

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Managing Knowledge (cont…)

Systematic and active management of ideas, information, and knowledge residing within organization’s employees.

Knowledge management systems

Use of technologies to manage knowledge

Used with turnover, change, downsizing

Provide consistent levels of service

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Organizational Learning

Learning organization

Ability to learn from past

To improve, organization must learn

Issues

Meaning, management, measurement

Activities

Problem-solving, experimentation, learning from

past, learning from acknowledged best practices,

transfer of knowledge within organization

Must have organizational memory, way to save and

share it

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Organizational Learning (cont…)

Organizational learning

Develop new knowledge

Corporate memory critical

Organizational culture

Pattern of shared basic assumptions

Organizations are realizing how important it is

to "know what they know" and be able to

make maximum use of the knowledge.

Preventing “reinvent the wheel” many times.

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Organizational Learning (cont…)

Organizations need to know:

what their knowledge assets are;

how to manage and make use of these assets

to get maximum return.

KM can improve organization efficiency by

providing framework, tools and techniques to

reuse captured intellectual assets.

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Examples of Organizational Learning (cont…)

“We have four people in Makkah who know how to solve this problem. How can we get them to help our team in Madinah?”

"People are leaving the company with a lifetime's experience. How can we capture and re-use that?"

"We had a team that did a successful proposal for aerospace five years ago. Why did they make the decisions they did? How did they deal with the customer? What made the team tick?"

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Examples of Organizational Learning (cont…)

"How do we start learning from our experiences and help our people stop repeating others' mistakes?"

"We're involved in an exciting project with four other companies. How can we all learn how these virtual teams tick?"

"Needs change often these days and we're always bringing new people into projects. How can we get them up to speed and contributing quickly?"

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Knowledge-based Economy

Rapid changes in the business environment cannot be handled in traditional ways. Firms are much larger, with higher turnover

and require better tools for collaboration, communication, and knowledge sharing.

Firms must develop strategies to sustain competitive advantage by leveraging their intellectual assets for optimum performance.

Managing knowledge is now critical for firms spread out over wide geographical areas, and for virtual organizations.

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Components of Knowledge Management

Systems

Technologies Communication

Access knowledge

Communicates with others

Collaboration Perform group-work

Synchronous or asynchronous

Same place/different place

Storage and retrieval Capture, storing, retrieval, and management of

both explicit and tacit knowledge through collaborative systems

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The KMS challenge is to identify and integrate the following three technologies:

Communication technologies allow users to access needed knowledge, and to communicate with each other--especially with experts.

Collaboration technologies provide the means to perform group work.

Storage and retrieval technologies use a database management system to capture, store and manage knowledge.

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Information technology facilitates sharing as well as accelerated growth of knowledge.

Information technology allows the movement of information at increasing speeds and efficiencies

Knowware are technology tools that support KM.

Collaboration tools, or groupware, were the first used to enhance collaboration for tacit knowledge transfer within an organization.

KM suites are complete KM solutions out-of-the-box.

Knowledge Servers contain the main KM software, including the knowledge repository.

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Components of Knowledge Management

Systems

Supporting technologies

Artificial intelligence

Expert systems, neural networks, fuzzy logicIntelligent agents

Systems that learn how users work and provide assistance

Knowledge discovery in databases

Process used to search for and extract information

Internal = data and document mining

External = model marts and model warehouses

XML Extensible Markup Language

Enables standardized representations of data

Better collaboration and communication through portals

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Sharing Knowledge

Some people are reluctant to share knowledge due to the following reasons:;

No skill in knowledge management techniques.

Willing to share, but not enough time to do so.

Don’t understand knowledge management and

benefits.

Lack of appropriate technology.

No commitment from senior managers.

No funding for knowledge management.

Culture does not encourage knowledge sharing.

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Discussion

1. Why knowledge management (KM) is important

to organizations?

2. How knowledge management (KM) can help

organizations in their competitive advantage?

3. What we mean by knowledge sharing in

knowledge management (KM)?

4. How sharing knowledge can be made available

to those who need it?

5. How do you manage your personal knowledge

so you can best reuse it?

6. How do you share your knowledge with others?

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Abdisalam Issa-Salwe , College of Computer Science & Engineering, Taibah University 36

Abdisalam Issa-Salwe, Faculty of Computer Science & Engineering, Taibah University

Reference

Irma Becerra-Fernandez, Avelino Gonzalez &

Rajiv Sabherwal: Knowledge Management:

Challenges, Solutions and Technologies.

Prentice Hall, 2004.

Abdisalam Issa-Salwe, Lecture Notes, Taibah

University, 2010.

Is421 lecture01(intro to knowledge management systems)

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