...Strategic management in an organisation is integral. However, the importance of knowledge management strategies and its effect on an organisation is perhaps debatable. In a not for profit organisation such as Teen Challenge, knowledge management strategies are vital and greatly affect the strategic management of the company. Teen Challenge is a Queensland based not for profit organisation that focuses on rehabilitation of young women. Founded in 1971, Teen Challenge has created a safe environment for 16 to 39 year old females with issues such as substance abuse, mental illness, addiction and homelessness (Teen Challenge, 2013). The necessity of knowledge management, its importance and specific strategies, will be discussed and a final outcome will be offered as to whether not for profit organisations need knowledge management strategies to operate. This outcome will be applied to the Teen Challenge organisation demonstrating that knowledge management strategies can be analysed in a local, not for profit organisation. A question to be considered when addressing non-profit organisations and their knowledge management strategies is the necessity of it in the scope of their operation. In a non-profit organisation such as Teen Challenge, the main knowledge management strategies that could be potentially utilised are codification and personalisation. Management strategies are a major part of strategic management as codification and personalisation influence many factors of the business...
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...Learning Organisations Moving towards a learning organization is something done BY people, not something done TO people or FOR people by someone else. So, the role of HR has to be in encouraging, facilitating, and supporting a move towards learning organizations. HR can never accomplish this themselves. Then, if executives want to move towards a learning organization, they should direct their operating units to do so, and direct HR to move into a supportive role. If it's the other way around, where HR gets the responsibility, it never works. Knowledge management (KM) "any practice or process of creating, acquiring, capturing, sharing and using knowledge, wherever it resides, to enhance learning and performance in organisations (Scarborough 1999). Knowledge management involves converting knowledge sources by classifying related information then circulating to make the information to take place. Not all information is knowledge or all knowledge is important. According to Blackler (1995), "knowledge is multifaceted and complex, implicit and explicit, physical and mental, verbal and encoded". He also categorises knowledge in four as: embedded (technological - collective), enculturel (Values, beliefs - collective), embodied (practical knowledge - individual), and embraced (theoretical understanding - individual). Contrast on Blackler, Nonaka (1991) proposes that knowledge could be either individual or collective, cannot be both. Yet another argument comes from Scarborough and Carter...
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...Journal of Knowledge Management Practice, December 2002 Socialising Knowledge Management: The Influence of The Opinion Leader Cheng MingYu, Multimedia University, Malaysia ABSTRACT: This paper looks at knowledge management and the importance of knowledge management in today’s organisations. Even though knowledge management has gained its popularity recently due to the drastic changes in business ecology, there is still confusion on how to implement the knowledge management strategy successfully. Therefore, this paper aims to investigate and suggest possible ways to communicate the concept of knowledge management more effectively so that the knowledge management concept could be implemented more successfully. The communication of knowledge management concept is done through knowledge management socialisation process and it is suggested that the socialisation process be carried out by the so called “opinion leader” who is presumably to be a more knowledgeable person and be able to influence others in changing their perception and behaviour. Introduction Today organisations are fundamentally different as compared to organisations existed in one or two decades ago in terms of their functions, structures and style of management. The new organisations put more premium on understanding, adapting and managing changes and competing on the basis of capturing and utilising knowledge to better serve their customers, improve the operations or to speed their products to markets...
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...1. Introduction ‘Knowledge is power’, an old saying from Francis Bacon, which is considered as a true statement that has been recognised for a long time (Greco, 1993; Nielsen and Rasmussen, 2011). Especially, in recent 20 years, the interest and importance of knowledge in organisations has been increased remarkably in both theoretically and practically (Cheema, 2010; Knight and Howes, 2003; Rasmussen and Nielsen, 2011). The reason is revealed by Migdadi (2009) and Politis (2005), in the new economy, the intangible resource, knowledge has become the foundation of organisational competitiveness compared to tangible assets. In other words, the traditional driving factors of production, including, land, labour and capital have turned into the secondary resources as knowledge become the primary source of power in production within the contemporary economy. The work of Rasmussen and Nielsen (2011) reveal that intangible resource is regarded as a typical feature of knowledge, which can build capabilities for both organisations and individuals, consequently, in this new economy, also can be called knowledge-based economy made knowledge become strategically important to provide sustain competitive advantage for enterprises, especially in high technology and bioengineering sectors (Niu, 2010). Knowledge therefore has emerged as a main source of power as well as core competency in today’s emerging economies. However, new possibilities and threads are constantly taken place to challenge...
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...Project 1 – Question 2 - Part b How can an organisation facilitate the good performance of an information system by introducing elements of a knowledge management system? What is the difference between an information system and a knowledge management system, and how can the two operate in support of each other? Upload your answer for assessment. Introduction Some people say that money makes the work go around. Others believe that knowledge and power are the real reason that the world works the way it does. This simple turn of phrase symbolises the considerable power that knowledge and information have. They are both significant from a world stage to a business and personal level. With so much information and knowledge in the business world, organisations need to harness and store this information and knowledge, hence the need for IM & KM systems. IM An information management system can be the technological solution developed to capture and store pieces of information. It is a system composed of people and computers that process or interprets information. Information management systems are also computer software databases used for cataloguing and storing information. Information management systems will aim to: - Catalogue information into searchable directories, taxonomies or ontologies - Map where in the organisation certain types of experience is located - Have a system for connecting people who know, with people who need to know - Have a system for enabling information...
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...1. Introduction ‘Knowledge is power’, an old saying from Francis Bacon, which is considered as a true statement that has been recognised for a long time (Greco, 1993; Nielsen and Rasmussen, 2011). Especially, in recent 20 years, the interest and importance of knowledge in organisations has been increased remarkably in both theoretically and practically (Cheema, 2010; Knight and Howes, 2003; Rasmussen and Nielsen, 2011). The reason is revealed by Migdadi (2009) and Politis (2005), in the new economy, the intangible resource, knowledge has become the foundation of organisational competitiveness compared to tangible assets. In other words, the traditional driving factors of production, including, land, labour and capital have turned into the secondary resources as knowledge become the primary source of power in production within the contemporary economy. The work of Rasmussen and Nielsen (2011) reveal that intangible resource is regarded as a typical feature of knowledge, which can build capabilities for both organisations and individuals, consequently, in this new economy, also can be called knowledge-based economy made knowledge become strategically important to provide sustain competitive advantage for enterprises, especially in high technology and bioengineering sectors (Niu, 2010). Knowledge therefore has emerged as a main source of power as well as core competency in today’s emerging economies. However, new possibilities and threads are constantly taken place to challenge...
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...1. Introduction For many years, organisations have been anxious about constructing, attaining, converse knowledge and improving the consumption of knowledge. However, in the early 1990s, Knowledge Management (KM) started emerging as human beings are unable to utilise their full potential of their brains. This leads to organisation are unable to totally exploit the knowledge that all human beings hold. In today’s global economy, Knowledge has become essential and it creates significant competitive advantage for any organisation (Gunnlaugsdottir, 2003). By using KM, organisations are able to attain or construct valuable knowledge and to make it accessible to those who can utilise it correctly to accomplish utmost efficient procedure in order to completely control organisational performance. Organisational Learning (OL) is corresponding to KM. In the early centuries, OL are referred to as decoding suggestion from learning into practice that direct performance (Levitt and March, 1988). In other words, OL has to execute with embedding what has been taught into the framework of the organisation. 2. Definition of Knowledge Management and Organisational Learning 3.1 Knowledge Management Knowledge management (KM) refers to the process in which organisations acquire or create useful knowledge and make it available for employees to utilize at the proper time and place in order for them to achieve the most effective usage in for optimal organisational performance. It involves...
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...Globally, governments, organisations and higher institutions of learning have recognised the strategic importance of knowledge management (KM) and are gradually directing their efforts on practices to nurture the creation, sharing and integration of knowledge management and economic development as a solution to the world`s social problems. King (2009:p4), defines Knowledge management as the planning, organizing, motivating, and controlling of people, processes and systems in any organisation (private and public) to ensure that assets that are associated with knowledge are improved and effectively employed. King (2009; p4) further explains that an effective Knowledge management process must at least encompass knowledge acquisition, creation, refinement, storage, transfer, sharing, and application. Economic development strategy is defined as a cooperative effort of businesses, civic organisations and the public or government to map out economic projects and goals that will strengthen the economic growth of a country. Economic development strategy analyses the local and regional economy and serves as a guide for establishing local and regional plan of action and identifying investment priorities and funding sources. South Africa is a constitutional democracy with a three-tier system of government and a liberated judiciary. The national, provincial and local levels of government all requires legislative and executive authorities in their own spheres, and are defined in the Constitution...
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...Knowledge management embedded in social media – successful company and its innovations ABSTRACT The continuous market pressures and competitions pushes the organisation to be in the race of making innovations besides safeguarding the talent and information they own. The race for new products and services for the customers arises due to increasing awareness and exposure through social media. This essay focuses on studying the knowledge management jointly with social media leading to innovation. The essay seeks to examine the role of social media taking IKEA as the case of interest. It aims to further investigate how knowledge management through social media help a company in its innovations, product development and services. 1. INTRODUCTION. Knowledge management has become the buzzword in recent past in the industrial sector. Companies have become very focused on the knowledge assets that they own and the capabilities of their organisation or company and staff to utilize theses assets. Thus, knowledge can be called a resource which could be acquired, exploited and applied to achieve success and advantage for the company (Zack, 2003). However, companies that fail to manage the knowledge it has might surely be losing its capabilities, potential and brains (Denford, J. S., & Chan, Y. E., 2011). The benefits that knowledge management offers ranges from promotion and elevation of unequivocal knowledge to attain efficiency and innovation in various business practices (Durrant...
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...Business Essay Example - People Management Note: The essay examples we publish on UK Essays have been submitted to us by students. The essays are the student's work and are not examples of our expert essay writers' work. We never publish the work produced by our expert writers as their work is unique to the customer that ordered it. Thank you to all the students that have submitted essays to us. Please use the essay below to inspire and help you with your own studies, but please ensure you reference the essay if you quote it in your own work. As a prospective employee of an organisation, evaluate the usefulness of the knowledge of managing people and organisations in helping you to do your work better. Information for many businesses means both increased profits and increased efficiency within the operations of a company. In this respect then it is reasonable to conclude that information and knowledge related to managing people and organisations would be one of the more critical aspects of this informational system. However while information and knowledge may be of good, and in itself, they are the processes through which we apply this knowledge which often has a vital bearing on the effectiveness of such knowledge. This problem then may be seen as a fundamental one in the continuing success of an organisation in terms of it goals and strategic objectives. Understanding Organisations and People All organisations exist within an environment which displays...
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...IMPACT OF KNOWLEDGE MANAGEMENT ON ORGANISATIONAL PERFORMANCE jeLena RašULa1 vesna BosiLj vUkšić2 Mojca inDiHaR šteMBeRGeR3 a B st R ac t: Knowledge management is a process that transforms individual knowledge into organisational knowledge. The aim of this paper is to show that through creating, accumulating, organising and utilising knowledge, organisations can enhance organisa- tional performance. The impact of knowledge management practices on performance was empirically tested through structural equation modelling. The sample included 329 com- panies both in Slovenia and Croatia with more than 50 employees. The results show that knowledge management practices measured through. information technology, organisa- tion and knowledge positively affect organisational performance. ke ywords: knowledge management maturity, information technology, organisational performance, structural equation modelling, survey research. 1. intRoDUction For many companies, the time of rapid technological change is also the time of incessant struggle for maintaining a competitive advantage. It is obvious that knowledge is slowly becoming the most important factor of production, next to labour, land and capital [39]. Even though some forms of intellectual capital are transferable, internal knowledge is not easily copied. This means that the knowledge anchored in employees’ minds can get lost if they decide to leave the organisation. Therefore, the key objective of management is to improve...
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...STRATEGIC HUMAN RESOURCE MANAGEMENT – HRM 3138 LECTURE NOTES 2AGEM Strategic management deals with the managerial aspect of strategy. A number of concepts that are often confused will have to be considered, namely, strategic decisions, strategy, and strategic management. 1. Strategic Decisions These are the decisions that affect the long-term well-being of the organisation. Such decisions involve major resource commitments and are difficult to reverse, implying a long-term commitment. Decisions that are regarded as strategic may occur at all levels of the organisation. There are usually two levels of decisions – corporate and business. Corporate-level decisions are those that affect the entire organisation or firm, whereas Business-level decisions affect the particular business or division. If there is only one business in the firm, then both the corporate and business levels are identical. 2. Strategy This is the common theme underlying a set of strategic decisions. The strategy may be to change the scope of the firm or become global, and the decision to acquire a particular firm is part of that strategy. Strategy is about the firm’s relationship with the environment and developing the capabilities and competencies to enable it attain success. It must be borne in mind that all firms have a strategy and that this strategy may be explicit or implicit, developed with extensive analysis or not. An organisation or firm’s strategy can generally be expressed in relatively...
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...Dynamic Knowledge Creation Ikujiro Nonaka, Ryoko Toyama and Noboru Konno Despite the widely recognised importance of knowledge as a vital source of competitive advantage, there is little understanding of how organisations actually create and manage knowledge dynamically. Nonaka, Toyama and Konno start from the view of an organisation as an entity that creates knowledge continuously, and their goal in this article is to understand the dynamic process in which an organisation creates, maintains and exploits knowledge. They propose a model of knowledge creation consisting of three elements: (i) the SECI process, knowledge creation through the conversion of tacit and explicit knowledge; (ii) `ba', the shared context for knowledge creation; and (iii) knowledge assets, the inputs, outputs and moderators of the knowledge-creating process. The knowledge creation process is a spiral that grows out of these three elements; the key to leading it is dialectical thinking. The role of top management in articulating the organisation's knowledge vision is emphasised, as is the important role of middle management (`knowledge producers') in energising ba. In summary, using existing knowledge assets, an organisation creates new knowledge through the SECI process that takes place in ba, where new knowledge, once created, becomes in turn the basis for a new spiral of knowledge creation. = 2000 Elsevier Science Ltd. All rights reserved. As Alvin Tof¯er said, we are now living in a `knowledge-based...
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...Coping with Continuous Change in the Business Environment CHANDOS KNOWLEDGE MANAGEMENT SERIES Series Editor: Melinda Taylor (email: melindataylor@chandospublishing.com) Chandos’ new series of books are aimed at all those individuals interested in knowledge management. They have been specially commissioned to provide the reader with an authoritative view of current thinking. If you would like a full listing of current and forthcoming titles, please visit our web site www.chandospublishing.com or contact Hannah Grace-Williams on email info@chandospublishing.com or telephone number +44 (0) 1993 848726. New authors: we are always pleased to receive ideas for new titles; if you would like to write a book for Chandos, please contact Dr Glyn Jones on email gjones@chandospublishing.com or telephone number +44 (0) 1993 848726. Bulk orders: some organisations buy a number of copies of our books. If you are interested in doing this, we would be pleased to discuss a discount. Please contact Hannah Grace-Williams on email info@chandospublishing.com or telephone number +44 (0) 1993 848726. Coping with Continuous Change in the Business Environment Knowledge management and knowledge management technology ANTONIE BOTHA DERRICK KOURIE AND RETHA SNYMAN Chandos Publishing Oxford · England Chandos Publishing (Oxford) Limited TBAC Business Centre Avenue 4 Station Lane Witney Oxford OX28 4BN UK Tel: +44 (0) 1993 848726 Fax: +44 (0) 1865 884448 Email:...
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...Wolverhampton Business School Management Research Centre __________________________________________________________________________________________________ A Review of the Concept of Organisational Learning By Catherine L Wang & Pervaiz K Ahmed Working Paper Series 2002 Number ISSN Number Catherine L Wang WP004/02 ISSN 1363-6839 Research Assistant University of Wolverhampton, UK Tel: +44 (0) 1902 321651 Email: C.Wang@wlv.ac.uk Professor Pervaiz K Ahmed Chair in Management University of Wolverhampton, UK Tel: +44 (0) 1902 323921 Email: pkahmed@wlv.ac.uk © University of Wolverhampton 2002 - All rights reserved A Review of the Concept of Organisational Learning _________________________________________________________________________________________ Copyright © University of Wolverhampton 2002 All rights reserved. No part of this work may be reproduced, photocopied, recorded, stored in a retrieval system or transmitted, in any form or by any means, without the prior permission of the copyright holder. The Management Research Centre is the co-ordinating centre for research activity within Wolverhampton Business School. This working paper series provides a forum for dissemination and discussion of research in progress within the School. For further information contact: Management Research Centre Wolverhampton Business School Telford, Shropshire TF2 9NT !01902 321772 Fax 01902 321777 2 Management Research Centre 2002 A Review of the Concept...
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