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Knowledge management

Knowledge management (KM) is one of the central aspects of an organization’s business strategy and central processes. Employees and agencies have been known to be more effective when they engage in collaborative work and knowledge sharing. The dynamic rate at which information changes and flows across the organization also necessitates the need to create a knowledge management framework that all members of the organization can benefit from. Knowledge Management is the management of useful information and resources that are necessary to the fulfillment of the mission and vision of every organization.

It has numerous definitions. Knowledge Praxis however, defines it as a business activity that is reflected in the business’ strategy and policy at all levels. It is a direct connection between the organization’s intellectual resources and expected business results. The overall aim of knowledge management is the identification of intellectual resources within the organization, distribution of new knowledge to gain competitive advantage and making relevant information available through the use of a comprehensive technological infrastructure (Ark Group, 2002).

Karl-Erik Svelby is regarded as one of the fathers of knowledge management and he describes knowledge management as ambiguous, and expansive in its depth and relevance. According to him, knowledge management has reached unprecedented levels in recent times. Svelby believes that a major challenge lies in helping knowledge management practitioners to understand that KM constitutes and introduces a whole new way of doing business (Barclay & Murray, n. d. ). .

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Svelby also identified that the major factor that has a negative impact on the development of knowledge management in an organization is the pervasive culture of competition, greed and monopoly. Despite the increasing importance of knowledge management in the organization, its deployment and implementation is fraught with obstacles. A significant percentage of knowledge management projects fail. This failure is due to a diverse number of reasons which need to be identified and addressed appropriately (Barclay & Murray, n.

d. ). Knowledge management is considered difficult when using traditional knowledge management techniques. Knowledge management practitioners are found mostly in computing environments and this has had a huge impact on the way knowledge is amassed, analyzed and used to solve problems (Ark Group, 2002) The concept of knowledge management should be seen as an integral part of the business. Information and decisions arise in the organization everyday and there’s an increasing volume of information that is processed everyday.

It is a core component that needs to be considered in system development and project management. These activities involve using and distributing knowledge on a daily basis. Effective KM practices also involve the use of proven methodologies and project management best practices (Firestone, 1999). Every KM process has to be supervised, controlled and defined to ensure that best practices are adhered to Businesses should be operated as a system where information is allowed to circulate efficiently without the monopoly of information.

Appropriate tools and techniques also need to be identified and used in a way that every member of the organization can benefit from.

References

Ark Group Ltd. (2002, September 2). The knowledge: Karl-Erik Sveiby. Knowledge Management, 6, 3. Retrieved May 19, 2009, from http://www. providersedge. com/docs/leadership_articles/The_knowledge_-_Karl-Erik_Sveiby. pdf Barclay, R. O. , & Murray, P. C. (n. d. ). What is knowledge management?. Retrieved May 19, 2009, from http://www. media-access. com/whatis. html Firestone, J. M (1999). Accelerated Innovation and KM Impact. Financial Knowledge Management, 1, no. 1 54-60.

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