What is the main focus of knowledge management in 2003?

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What is the main focus of knowledge management in 2003?

Introduction

Globalization is getting more and more important, new technologies and changes in workplace organization are generating new skill requirement profiles. To face this challenge, citizens and companies must not only be prepared to engage in lifelong learning but also require a more highly developed and demand-oriented counseling network. The ability to draw on all possible information channels and instruments is skill of the future. At the same time, the expected increases in transnational mobility call for transferable skills in initial vocational training and an easily accessible continuing training system.

What are the current challenges of KM? 

We must use technology to meet organizational goals and challenges. One of the central challenges that all managers face is how to manage organizational knowledge. Knowledge workers are specialists ranging from HR and marketing professionals to software engineers, project managers and business analysts. Knowledge is the key component of their work, so they consume and generate it on a daily basis. Because they are involved with the design of mechanical or logical products using informational systems, they are expected to take in knowledge, process it and disseminate it to other members of the organization.

For an organization to remain dynamic, successful management of this knowledge is key. Knowledge management includes all activities involved with the generation, dissemination and maintenance of knowledge to meet organizational goals. Just as humans must create knowledge, they also consume it. Moreover, their interactions with other humans is a mechanism for knowledge transfer, so when they leave an organization (voluntarily or involuntarily), they take their knowledge-both professional and social-with them. [1]

Basis in 2003

The tendency we’ve seen about knowledge management often encompasses identifying and mapping intellectual assets within the organization, generating new knowledge for competitive advantage within the organization, making vast amounts of corporate information accessible, sharing of best practices, and technology that enables all of the above, including groupware and intranets. Knowledge management is now well established as a management discipline, but it is also subject to continual development and improvement. [1]

In today's information-driven economy, companies uncover the most opportunities from intellectual rather than physical assets. To get the most value from a company's intellectual assets, KM practitioners maintain that knowledge must be shared and serve as the foundation for collaboration. Yet better collaboration is not an end in itself; without an overarching business context, KM is meaningless at best and harmful at worst. [1]

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At organizations

Organizations during the last years are failing to grasp the fundamental changes to their day-to-day operations and culture that successful KM implementation requires. They are also failing to raise their sights and recognize the impact on profit, share price and employee retention and development that KM can deliver. However, a number of developments are driving these issues. Technological improvements are helping knowledge workers, not least in combating information overload: the emergence of KM tools in areas such as content management, user needs profiling and intelligent Internet searching that is making their jobs easier. Even it is ...

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