An Critical Review Of Knowledge Management

Every project generates project knowledge that is new knowledge or existing knowledge. However, that project knowledge is not always fully captured, transferred, and disseminated during a project. Due to the nature of projects, this implies a short-term period, limited resources, and multiple procedures. It makes project participants adapt rapidly to new project contexts. There are two mainly obstacles for organizational learning. First, project members do not have enough time to participating in sharing and disseminating activities because the project team members are totally engaged with project tasks (Hanisch et al., 2009). Then, the replacement of key team

This chapter describes what is knowledge management in details as well as what is the factors of implementing knowledge management which are implementing best practices, network expansion, systematic information system infrastructure, good organizational culture, senior management leadership and commitment and trustworthiness of teamwork.

Effective and efficient knowledge management increases the commanders’ situational awareness and ability to make informed decisions. Like many other staff positions in a division headquarters, the responsibility of knowledge management does not rest solely on the shoulders of the Knowledge Management Officer. It is a collective effort of multiple echelons within the division through knowledge management cells that codify the standards of procedures for knowledge management within the division. Information that is provided by

(2) Knowledge Management. I have heard the term often, but I do not fully understand the Army’s intent or approach behind knowledge management. I want a better grasp of knowledge management, and what my role is as a warrant officer in the Army’s knowledge management plan.

Knowledge Management (KM) purpose is to share information amongst a community. To effectively share that information, people or cultures need to be committed to KM processes using state-of-the art technology. The Army has given guidance to commanders in the form of twelve KM principles, intended to facilitate KM efforts and policies. After reviewing the twelve KM principles, I have chosen four to elaborate on my understanding of the principle and why I believe the Army as a whole has shortcomings in achieving the intent of each principle. Lack of leadership commitment, vision and resource investment has undermined the proper implementation and execution of the Army KM principles, affecting the Army’s ability to effectively and efficiently share valuable information.

The military and civilian world use of Knowledge Management and Knowledge Management tools, people do not even realize they are using these skills in the everyday job or their regular life. The main point I learned from the You Tube video from blackboard and various other resources is to use the resources to help yourself and the ones around you. It is all about whom you know, who they know, and the people they know and get them to know you. I was taught years ago that is called networking in the military. If networking does not work then use the vast technologies and websites out there in the internet world to find your answer or complete the

* Improve the quality of products and services while reducing errors, rework, and cycle times.

Call, D. (2005). Knowledge management - not rocket science. Journal of Knowledge Management. (April) p.19-30. [Online]. Available from: http://www.emeraldinsight.com.ezproxy.staffs.ac.uk/doi/abs/10.1108/13673270510590191 [Accessed: 20 November 2016].

Within the Army organizations of today knowledge management plays a huge role in the dissemination of information to the unit and it’s soldiers. This is no different for the aviation unit in which I operate. This information can be found in FM 6-01.1, Knowledge Management Operations. It defines knowledge management as the process of enabling knowledge flow to enhance shared understanding, learning, and decision-making. But when the unit was surveyed about their understanding of knowledge management the results were surprising.

Knowledge management is a concept that is widely known in many organizations but despite the concept being around for more than two decades, a universally accepted meaning of the term is yet to be outlined. Knowledge management is a concept that is concerned with the aspect of learning something before putting it into action. The concept is also involved with creating a platform which will allow exploration of new types of knowledge. The created knowledge may then be incepted in the minds of the employees to add value to the products or services they deliver. What is important to note is that as far as KM is concerned, it does not go beyond storing and manipulating data or information. Knowledge transfer to decision makers will need the development of a structured approach to ensure that it is available on demand. When considering the department of labor, you would appreciate the need for implementation of this strategy. Many departments hoard information thus making it tough to access

Knowledge management is critical in the construction industry to gain competitive advantage as well as growth. “Knowledge is information that changes something or somebody, either by becoming grounds for actions or by making an individual (or an institution) capable of different or more effective action” (Drucker, 1989). Knowledge Management is particularly important in the construction industry because of the uniqueness of each project, different challenges to every project, tight schedules and limited budgets. Knowledge Management is difficult because knowledge is multi-dimensional. There are two types of knowledge – explicit knowledge and tacit knowledge. Explicit knowledge is the one that can be expressed in formal and systematic format and shared in the form of data. Tacit knowledge on the other hand is more subjective and experience based and not visible and thus not easily expressed or communicated. There is abundant research describing how Knowledge Management is being successfully practised in large companies, but little on what success factors are necessary for efficient Knowledge Management in small or new orgranizations. The barriers faced by the smaller construction organizations to effective knowledge management can be identified as:

It has been argued that within the short space of time between defining knowledge management and it becoming a common phrase, many organisations stated one of their main aims as ‘leveraging organisational knowledge’ (Ruggles, 1998). It is with this in mind that organisations must be aware of their knowledge workers, the information they hold and any potential knowledge based changes that may need to be implemented to help their success, or even, survival.

Garden Supplies Franchise directors, by insisting to know why BB produces better catalogues and mailing list on a 25 year old Amiga platform where as his staff that enjoys a 2 million dollar budget cannot match them, are self aware. This is why they intend to incorporate the plants and tools components of the stock into the greater franchise stock lines, and also convert the mailing list and distribution list into their own versions. The franchise appears to be harboring a belief that when they get a web presence for their combined catalogue will give them an edge with regard to the sale of their products. This appears to be in tandem with the checklist's requirement of understanding of organizational needs. The franchise appears to be fully aware of the aims it intends to achieve.

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Knowledge management is one of the key enabling technologies of distributed engineering enterprises. It including a wide range of organisational management and technologically oriented approaches that expand the utilization of an organisations ideational assets. Knowledge management approaches may be split into personalization approaches that confirm communication, human recourse and codification approaches that confirm the gathering and organisation of knowledge. This singularity is used to discuss the implementation of knowledge management in engineering design, after first outlining the engineering circumstances that have led to the stream confirmed on the application in software design. The function of information