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Knowledge management
Knowledge Management (KM) refers to a range of practices used by organisations to identify, create, represent, and distribute knowledge for reuse, awareness and learning across the organisation.
Knowledge Management programs are typically tied to organizational objectives and are intended to lead to the achievement of specific outcomes such as shared intelligence, improved performance, competitive advantage, or higher levels of innovation.
Knowledge transfer (one aspect of Knowledge Management) has always existed in one form or another, for example through on-the-job peer discussions, formal apprenticeship, corporate libraries, professional training, and mentoring programs. However, since the late twentieth century — additional technology has been applied to this task, such as knowledge bases, expert systems, and knowledge repositories.
Knowledge Management programs attempt to manage the process of creation or identification, accumulation, and application of knowledge or intellectual capital across an organisation. Knowledge Management, therefore, attempts to bring under one set of practices various strands of thought and practice relating to:
The emergence of knowledge management has generated new organisational roles and responsibilities an early example of which was the Chief Knowledge Officer. In recent years, Personal knowledge management (PKM) practice has arisen in which individuals apply KM practice to themselves, their role in the organisation and their career development.
While it has been applied to all industrial sectors, and increasingly to Government, Knowledge Management is a continually evolving discipline, with a wide range of contributions and a wide range of views on what represents good practice in Knowledge Management.
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Knowledge management
Knowledge Management (KM) refers to a range of practices used by organisations to identify, create, represent, and distribute knowledge for reuse, awareness and learning across the organisation.
Knowledge Management programs are typically tied to organizational objectives and are intended to lead to the achievement of specific outcomes such as shared intelligence, improved performance, competitive advantage, or higher levels of innovation.
Knowledge transfer (one aspect of Knowledge Management) has always existed in one form or another, for example through on-the-job peer discussions, formal apprenticeship, corporate libraries, professional training, and mentoring programs. However, since the late twentieth century — additional technology has been applied to this task, such as knowledge bases, expert systems, and knowledge repositories.
Knowledge Management programs attempt to manage the process of creation or identification, accumulation, and application of knowledge or intellectual capital across an organisation. Knowledge Management, therefore, attempts to bring under one set of practices various strands of thought and practice relating to:
- intellectual capital and the knowledge worker in the knowledge economy
- the idea of the learning organization;
- various enabling organizational practices such as Communities of Practice and corporate Yellow Page directories for accessing key personnel and expertise;
- various enabling technologies such as knowledge bases and expert systems, help desks, corporate intranets and extranets, Content Management, wikis, and Document Management.
The emergence of knowledge management has generated new organisational roles and responsibilities an early example of which was the Chief Knowledge Officer. In recent years, Personal knowledge management (PKM) practice has arisen in which individuals apply KM practice to themselves, their role in the organisation and their career development.
While it has been applied to all industrial sectors, and increasingly to Government, Knowledge Management is a continually evolving discipline, with a wide range of contributions and a wide range of views on what represents good practice in Knowledge Management.
Share:
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Learn more about this topic
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