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KM environment

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Introduction

Essay Question 5.2: Discuss the ideal knowledge management environment. In today's increasing competitive environment and the new economy of brick and click enterprises, knowledge management (KM) can be considered as a business integration discipline which endeavours, 'to improve the performance of individuals and organisations by maintaining and leveraging the present and future value of knowledge assets' (Newman, B., & Conrad, K.W., 1999, p.2). While people have criticised information and knowledge management as the same thing, knowledge management is not a new practice but rather the interpretations of knowledge management and its frameworks have incessantly changed. Successful brick and click enterprises are those which frequently management knowledge and recognises knowledge as a source and integration tool to driving the growth and sustainability of business disciplines, and hence acknowledges the high uncertainties of change 'between the input resources and the business performance outcomes, and, the gaps between the value these enterprises create and the value demanded by changing market conditions, consumer preferences, competitive offerings, changing business models, and, industry structures' (Malhorta, Y., 2004). However, the knowledge creation process does not necessarily lead to business improvements or value creation (Chen, C.J., & Huang, J.W., 2007), but more on how knowledge is handled, circulated and applied within a virtual environment, enabling knowledge flows between the individual and its organisational culture. Therefore, it is the purpose of this essay to discuss the ideal environment, in which value can only be created when knowledge is dispersed and adequately applied where needed by use of knowledge management methods; furthermore it will acknowledge that a 'well-developed knowledge ...read more.

Middle

(Kidwell, J.J., Vander Linde, K.M., & Johnson, S.L., 2000, p.29). Generally, knowledge can be very difficult to codify and can also be very highly subjective. Two type of knowledge which is recognised in KM are explicit and tactic, and when applied productively within an organisation it can help to increase competitive advantage through innovation and knowledge sharing. Ideally, tactic knowledge would better guide actions and make better informed decisions based on the ability utilise on perception, hands-on skills, experiences, know-hows, insights and so on. Tactic knowledge is personal, difficult to formalise, communicate and transfer; ultimately it is knowledge that is embedded within people in an organisation. Seonghee, K., (1999) suggests that KM best practices draw on tactic knowledge for creativity and 'ensures tasks effectiveness - that the right things are being done so that work unit could attain its objectives. It also provides for a kind of creative robustness -- intuition and heuristic can often tackle tough problems that would otherwise be difficult to solve'. Functionally, knowledge management frameworks offer a myriad of possibilities for organisations and help to build the integrity of knowledge dispersal and application within an organisation, providing the countless benefits in applying a KM framework which builds on the concept of knowledge management in specifics to the organisational environment, its business processes and activities. With the paradigm shift and phenomenon of the need and understanding of knowledge management over the last several years, many experts have proposed a number of approaches to KM frameworks, each of which have only addressed certain aspects of knowledge management. ...read more.

Conclusion

Additionally, as more brick and click enterprises grow, the harder it becomes to determine what technological tools, KM methods, and best practices are to be utilised in determining the needs of individuals, groups and the organisational culture, but 'once sound strategies based on these essential principles are articulated, the requisite technologies are chosen, and information platforms and technology architectures are built accordingly', though it may sound simple it can not always guarantee the successful deployment of a KM system (Riley, T.B., 2003, p.4). In a learning environment KM should not be based on a technocentric approach to creating the ideal KM environment; but instead use technology as a facilitator to simulate knowledge sharing and creativity for the development of innovation. The virtual enterprise should aspire to revolutionise itself into a knowledge-based environment which continually should aim to create, acquire and transfer knowledge to the right person when and where required. In creating the ideal KM environment there are many tools, methods, frameworks, and techniques which can be applied in stimulating the creativity of each employee. However, the assortments of KM methodologies which can be found through examples of other virtual organisations and case studies, does not necessarily lead to business improvements or value creation when applied to one's own virtual enterprise; but more on how knowledge created is disseminated and applied across the organisational culture, between individuals and teams. In summary, KM is fast becoming a chief factor for organisations in determining their competitive advantage, and without a well-developed KM system or knowledge creation process will render the organisation from succeeding. ...read more.

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