Km Process Capability and Its Relevance in an Organization

Knowledge management was defined as the turning of information into actionable knowledge which can be accessed by people who can apply it. Robbins (2003) gives a time perspective in his definition of knowledge management. He mentions as part of knowledge management the distribution of the right information to the right people at the right time. Lytras et al (2002) gives a definition of knowledge management which emphasises the purpose of knowledge management. In the definition creation of new capabilities, enablement for superior performance, encouraging innovation and enhancement of customer value were mentioned. For the purpose of this study the researcher summarised knowledge management as the intentional process of coordinating people, technology and systems to optimise creation and sharing of intellectual

The superior capabilities of knowledge management systems provide an opportunity for the business to engage the most effective components and recognize the importance of communication to make informed, accurate decisions (McGrath, 2001). This system can organize the company’s knowledge resources, knowledge obtaining, organizing, and applying to make a sound routine the will enforce effectiveness (Niu, 2008). The dynamic function of knowledge management to create, capture, and apply knowledge to achieve an organization’s objective will allow them to be more profitable and successful (Zucker, 1986). In addition to increasing profits, the system can be also used to reduce costs and enhance research and development (DeTienne & Jackson, 2001). With all of these advantages, it would be wasteful for a company to not employ knowledge management. As seen in the Discovery Communications, Inc. example, the company can attribute their new productivity levels and increase in ease of securing documents to the knowledge management system that put into place by Carefree Technology. Like Discovery Communications, Inc., knowledge management is so popular today because companies can collect, process and share knowledge to ignite employees ' creativity which in turn will make the business grow. Wenhong and Jianhua (2009) explained the core of knowledge management is to convert company’s knowledge resources into an increased company

While Knowledge Management (KM) is important in any business however, there is no real agreed upon definition. KM is a concept that includes the

Kudler has created many opportunities while making change to the current way the company uses technology. Information technologies can revolutionize how organizations do business. Two aspects of such a revolution consist of: strategic information systems, and systems that support or provide for business reorganization. The first part of the chapter deals with strategic information systems, which are primarily used to seize the opportunities created by technological innovations and changing market conditions. Such systems are also used to increase competitiveness and effectiveness by solving organizational problems and by smoothing operations.

Many organizations are working with large amounts of data and important information that can be detrimental to the survival of their business, and organizations typically rely on information systems to manage and carry out their operations. Information systems can be described as an integrated set of components used for storing, collecting and processing data for providing information, digital products and knowledge (IMGI, 2006). For this paper, the strategic analysis decisions along with what we may need to watch out for pertaining URL for the IT field is discussed, along with the impact that these decisions will have on the company. Furthermore, the potential changes in IT related to innovation and organizational process is also reviewed,

Intellectual capital (IC) and knowledge management (KM) have become critical buzzwords in the business lexicon. This is particularly true of companies such as Riordan Manufacturing, a company which produces high-tech, cutting edge materials for the plastics industry and sells them to a variety of firms around the world. This paper will survey how Riordan currently deploys these concepts and also explore potential areas for future improvement.

In many ways, this is nothing new at all. A firm 's knowledge--the brains of its employees, their know-how, the processes and customer knowledge that they create--has always been a source of competitive advantage. And by extension, so too has been knowledge management--the processes by which a firm creates and leverages knowledge. Whatis unique about the knowledge era is that knowledge is becoming the primary source of competitive advantage within a growing number of industries. Organizations from industrial-era industries, such as automobile manufacturing, to information-age industries such as consulting are recognizing that they each have a unique storehouse of knowledge, and that the future belongs to those that can grow their knowledge fastest and then apply and use it best.

Knowledge management is defined by Sallis and Jones (2002), as “a systemic method for managing individual, group and organisational knowledge using the appropriate means and technology”. In short, it involves various fields of expertise in achieving organisational objectives by making the best use of knowledge at the same time.

Technology is an essential factor in accomplishing competitive advantage, however, is useless without the information and the ability of the administrators utilizing it.

Since the mid-1990s, knowledge management has become increasingly significant for business managers and companies. ‘It is broadly accepted that systematic knowledge management is tightly linked with gaining and sustaining competitive advantage.’ (Bogner & Bansal, 2007, p658-6 as cited in Hislop, 2009, p1) The definition of knowledge management is various because of the wide range of this concept and its complexity (Al-Hawamdeh, 2003). For example, the broad definition provided by McAdam and McCreedy (2000, p155 as cited in Hislop 2009, p53) note that: ‘KM relates to the management of anything classified as knowledge’ Furthermore, Hislop (2009, p59)

New employees are tossed into a maelstrom of project implementation and expected to perform without any substantial introduction to NASA’s processes, history, culture, and lessons learned. Rather than advocating a return to days of large projects, knowledge management principles offers a solution for moving ahead, acknowledging today’s constraints and adapting to a world where technology and innovative processes must partially replace the mentoring and measured approaches of the past. NASA’s knowledge, its intellectual capital, is the Agency’s primary, sustainable source of competitive advantage. Physical assets age, today’s workforce is mobile, and technology is quickly bypassed. Our knowledge as an Agency, however, can endure. This knowledge is a fluid mix of experience and know-how that allows NASA employees to strive for and achieve the improbable day after day. Those companies whose cultures promote knowledge sharing and individual learning have high employee retention, attract high-quality employees, and have a workforce that focuses on fixing the problem rather than fixing the blame. Knowledge management is the spark that will ignite our ability to get the most from the investments we have made in our workforce and information technology, and to harness the considerable intellectual capital within the Agency and its partners.

Knowledge management often involves isolating and planning intellectual assets within an organization, producing new knowledge for competitive advantages within the organization, making vast amounts of corporate information accessible. Knowledge management can be hard to interpret or explain. How would a nurse or doctor define “health care” succinctly? How would a CEO explain “management”? Each of these areas is very complex, with many sub-areas of specialization. This in turn leads to the question “What is Knowledge Management Strategy & Metrics”?

This paper discover about application of knowledge management in process performance in organization. An experience of applying technology of appropriate results in improving operational management is important. In order to measure the success of process performance consistently, the organization have to use different features in each knowledge management presentation. They have to change the practices to be more responsive so some improvements of the process are require, which focus on quality, time, speed, reliability and reducing the production cost. The idea of managing trade-off between time, quality, flexibility and cost is challenging and not suggest to be applying for new practices in the process. Two influences make process shift

In 1992, some multinationals such as IBM, Accenture and EDS arrive in India to offer the software outsourcing market. Infosys was facing a challenge to start be more competitive in the market; the main ideas were focus on developing intellectual resources and regularly innovating the core processes. Infosys started to emphasize knowledge sharing. However software developers shared project- specific knowledge by informal gatherings. The company continued to growth and new measures related to knowledge were imposed: i) In 1992, it was created a library called Body of Knowledge (BoK) to archive mentoring and document sessions made by project managers at the completion of every project, ii) In 1995, a technical bulletin forum was set up by the employees to generate technical discussions, iii) In 1996, it was rolled out a corporate intranet to integrate all departmental information, iv) In 1997, it was created a process assets database to store project-related artefacts for future reuse as well as it was created Markets assets Repository to store key project proposals, and client case studies, v) In 1998, it was assembled Project Leader Toolkit to consolidate helpful tips of project management.

108 1997; Mouritsen, 1998; Allee, 2000; Marr et al. , 2003) and various research projects have been made to explore other related details of this subject such as ' Measuring and reporting intangibles to understand and improve innovation management ' (Meritum) then E*KNOW-NET (Petty and Guthrie, 2000), which are supported by the European Commission. The importance of intellectual capital is emphasised in the revolution in information technology and the information society, the rising importance of