Employee Knowledge Management

 

                         

                        Figure 1.Knowledge (www.information-age.com, 2015)

 

Knowledge Management is now one of the major driving forces of organizational change and wealth creation. Business is all about convincing people for a deal, to convince you need information or knowledge about the product or service that  you are selling, organizations are more concern over on the information and knowledge which support to finalize a sale, leaning and development departments are empowered to provide such training to the staff.

                         Figure 2.Interlectual Capital (www.assignmentpoint.com, 2021)

Some companies define intellectual capital in terms of value creation, for others it is value extraction. It was defined by Tan (2000) as: The process of systematically and actively managing and leveraging the stores of knowledge in an organization.’ As Ulrich (1998) remarked.

‘Knowledge has become a direct competitive advantage for companies selling ideas and relationships.’Nonaka (1991) suggested that knowledge is held either by individuals or collectively. In Blackler’s (1995) terms, embodied or embraced knowledge is individual and embedded, and cultural knowledge is collective. It can be argued (Scarborough and Carter, 2000) that knowledge emerges from the collective experience of work and is shared between staff of an organization.

                                            Figure 3.Conversion Model(Nonaka & Takeuchi, 1991)

Leaders of successful organizations are consistently searching for better ways to improve performance and results. Frequent disappointments with past management initiatives have motivated managers to gain new understandings into the underlying, but complex mechanisms - such as knowledge –which govern an enterprise's effectiveness .To be competitive and successful, experience shows that enterprises must create and sustain a balanced intellectual capital portfolio.

They need to set broad priorities and integrate the goals of managing intellectual capital and the corresponding effective knowledge processes. This requires systematic approach and research.

References

Knowledge Management: (1997) An Introduction and Perspective Article in Journal of Knowledge Management.

 

Tan, J (2000) Knowledge management – just more buzzwords?, British Journal of Administrative Management, March–April, pp 10–11

 

Ulrich, D (1998) A new mandate for human resources, Harvard Business Review, January–February, pp 124–34

 

Wenger, E and Snyder, W M (2000) Communities of practice: the organizational frontier.