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With reference to theory and theorists, and examples from case studies, examine the human resource management implications of developing a knowledge-based organization.

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Introduction

BUSN3470 Knowledge Management Assignment Topic 2 - Individual Essay Question: With reference to theory and theorists, and examples from case studies, examine the human resource management implications of developing a knowledge-based organization. The shift towards business recognizing the benefits of, and the need to, develop their operations towards an all-encompassing and functioning concept of a knowledge-based organization is a significant challenge. Organizational knowledge is one of, if not the, key asset possessed by the majority of organizations. However, whilst many organizations clearly do recognize the value of the knowledge asset, implementing a strategy that fully benefits from this asset can prove problematic. Many organizations have made the mistake of trying to convert their operations to a knowledge base by means of information technology alone. Using this type of approach ignores the fact that "knowledge management is about people not technology" (Solomon & Spooner 2000, p. 337). To fully exploit the wealth of knowledge contained within an organization, it must be realized that it is in human resource management that the most significant advances will be made. As a result, the human resource department must be made a central figure in an organization's strategy to establish a knowledge basis for its operations. ...read more.

Middle

9) which will demonstrate not only where the explicit knowledge garnered can be located, but how "resident experts" (Schutze 2000, p. 9) who possess the even greater amounts of tacit knowledge can be contacted, and the benefits of their experience and learning exploited for the benefit of the organization. The second step of successful strategy implementation is to determine the benefits of developing a knowledge basis. The human resource department here must conduct a full-scale analysis of the operations, to determine if the sum and type of knowledge contained within the organization make it beneficial to implement an exhaustive and, significantly, expensive knowledge management program. The responsibility falls on human resources to determine whether the type of organization, and the human capital contained within, make the development of a new way of approaching business feasible. The next step is to select the knowledge management program to implement. The human resource department plays a crucial role in this step, as selection and implementation of an appropriate program involves negotiation with employees to determine an acceptable strategy that will be utilised by the members of the organisation. The most significant element of this negotiation, and in getting employees to embrace the selected knowledge management program is to conduct a review of their renumeration and performance (Soliman & Spooner 2000, p. ...read more.

Conclusion

. Like at Buckman, these leaders should be "role models for learning and knowledge sharing" (Pan & Scarborough 1999, p. 368). Buckman is a prime example of how the input and participation of management in all areas is instrumental in developing a knowledge based organization, as it is these levels of the organization that can have the most significant impact on employee attitudes and perceptions. Finally, Davenport (1999) believes that the human resources department must become adept at categorising and organising knowledge. They should decide what knowledge is relevant and important for use, develop a knowledge vocabulary, create search tools and constantly refine knowledge categories. The development of a knowledge-based organisation should be of enormous benefit to its productivity, profitability, innovation and operational environment. As demonstrated, it takes a tremendous commitment from all levels of the organization to achieve this goal. In no department is this truer than the human resources, which must attempt to implement a dramatic change in organizational culture, along with introducing an appropriate knowledge management program if the organization is to achieve its goal of development a mutually beneficial sharing organization. The role of the human resource department becomes central to the program, as they must create trust, faith in the program, implementing and the continued monitoring of the strategy. ...read more.

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