1. Introduction
Following on from Part1, organisations are aware of hidden quality talents in individuals that will offer potential opportunities for innovating their services and products further. It has been said by Sensky (2002) that vast types of "knowledge can help organisations fulfil their objectives more successfully". Therefore, this articles looks into whether organisation’s can manage those knowledge.
Following on from Part1, organisations are aware of hidden quality talents in individuals that will offer potential opportunities for innovating their services and products further. It has been said by Sensky (2002) that vast types of "knowledge can help organisations fulfil their objectives more successfully". Therefore, this articles looks into whether organisation’s can manage those knowledge.
2. Bonding knowledge
Hippel (1994) described knowledge as “sticky” whereas Polanyi (1962) expressed the word “personal” (Cited in Szulanski, 2006, p.12). Whilst these two have significant meaning, they appear to be very descriptive which is true and therefore denotes difficulties for organisations manage these knowledge and human thinking thoughts. This view is also support by the works of Probst et al., (2000), their works writes about managing knowledge is acceptably challenging.
Hippel (1994) described knowledge as “sticky” whereas Polanyi (1962) expressed the word “personal” (Cited in Szulanski, 2006, p.12). Whilst these two have significant meaning, they appear to be very descriptive which is true and therefore denotes difficulties for organisations manage these knowledge and human thinking thoughts. This view is also support by the works of Probst et al., (2000), their works writes about managing knowledge is acceptably challenging.
The reason for this is because the ‘thing’ which we classify as knowledge is totally concealed and undetectable – that is invisible with physical mental identity an unobtainable. A good example to interpret the two theorists above, would be Pharmacy tour, shown by procurement manager who has been in the workforce for 17 years – the knowledge held within this person appeared to be extremely robust and sticky (Royal Free Hampstead NHS , 2009).
Little et al., (2002) appears to have moved beyond managing knowledge from organisation angle to a “global context” which no doubt means this is impossible to manage at all. According to Borghoff & Pareschi (1998), they mention how in order to manage the “importance of people”, their work ethic of practice and unique clandestine culture is the first point which needs to be assembled together before deciding and introducing the aspects of technology to adopt.
For instance, a factory in Finland, aimed to retain "workers knowledge" of how the factory operated as they realised "200 workers" knew "millions of pieces of information" which they saw as tacit knowledge being lost when old workers retired. They wanted to hold onto this knowledge so that these skills could be passed “on to the younger ones" Jeavans (2004).
3. Human Sense-Making
Dervin (1998) paper illustrated a very interesting approach towards “sense making” which was based on overview of knowledge seeking and use in the human mind. He viewed knowledge as the “sense made at a particular point in time – space” where sometimes “it is fleeting and unexpressed” or “hidden and suppressed”. This similar expressed by Kroch et al., (2000) that tacit knowledge is “bound to the senses”.
Dervin (1998) paper illustrated a very interesting approach towards “sense making” which was based on overview of knowledge seeking and use in the human mind. He viewed knowledge as the “sense made at a particular point in time – space” where sometimes “it is fleeting and unexpressed” or “hidden and suppressed”. This similar expressed by Kroch et al., (2000) that tacit knowledge is “bound to the senses”.
This one can believe to agree for example, in an observation for action research, the absorbed information is held deeply in the individual mind but difficulties arise in terms of making and unmaking sense through the state of mind. Dervin (1998) expressed as the “human condition” where his study incorporated the “conception of human knowledge”.
Reflecting on this for example, in the financial banking, how employees stereotype customers. In the sense mind, they draw out a range of perspectives of a customer and different documents which could be used to map the appropriate financial products. This sort of sense making is exposed through sharing the thoughts on a weekly basis meeting huddle, where we gather together and form CoP.
4. Knowledge is Challenging
The role of IT flourishes every aspect but derives a position upon difficultly in determining how to capture what each and every employee knows in an organisation.
Probst et al., (2000) writes managing knowledge is very challenging, a very recent example where Casselman & Gonzalez (2009) wrote how the oil industry sector wants to “retain the experience and expertise it will need” to avoid the mistakes of the oil bust back in 1980’s. The impact caused at the time meant loss of employees created an injurious perception for investors and various other businesses for eventual rebound.
The role of IT flourishes every aspect but derives a position upon difficultly in determining how to capture what each and every employee knows in an organisation.
Probst et al., (2000) writes managing knowledge is very challenging, a very recent example where Casselman & Gonzalez (2009) wrote how the oil industry sector wants to “retain the experience and expertise it will need” to avoid the mistakes of the oil bust back in 1980’s. The impact caused at the time meant loss of employees created an injurious perception for investors and various other businesses for eventual rebound.
Unlike Toyota, they have been extremely in successful in doing so towards “capturing the wisdom of every employee”. This success gave an impact of being the profitable carmaker through “unmatched abilities” of employees (Hamel & Breen, 2007). For example, a report compiled by IAEA (2005) wrote Toyota in 2004, received 540,000 ideas for improvement from their employees.
5. Debatable role of IT
Envisioning the role of IT acts as a mere form of tool to support rather than preserve knowledge. We are in agreement with Malhotra (2000) deployed IT “as a lever of competivite advantage”, his paper provided 3 key myths of deliver, store and distribute. Whereas McDemott (1999) stated “IT has inspired vision” but “leveraging is hard to achieve”. Nonaka & Tekeuchi (1995) claims that IT is “just a tool”. Unlike Jones (2001), she claimed the facilitation of IT made "knowledge more explicit and sharable".
In contrary, Wigg (2004), mentions “modern IT is vital” and also replicated by Turban et al., (2006) “crucial part” supporting activities. Offsey (1997) alleged there is little chance to improve an organisation without using IT as the role is “enabling these processes across distributed”.
Envisioning the role of IT acts as a mere form of tool to support rather than preserve knowledge. We are in agreement with Malhotra (2000) deployed IT “as a lever of competivite advantage”, his paper provided 3 key myths of deliver, store and distribute. Whereas McDemott (1999) stated “IT has inspired vision” but “leveraging is hard to achieve”. Nonaka & Tekeuchi (1995) claims that IT is “just a tool”. Unlike Jones (2001), she claimed the facilitation of IT made "knowledge more explicit and sharable".
In contrary, Wigg (2004), mentions “modern IT is vital” and also replicated by Turban et al., (2006) “crucial part” supporting activities. Offsey (1997) alleged there is little chance to improve an organisation without using IT as the role is “enabling these processes across distributed”.
Merlyn & Valikangas (1998) paper focused on “productivity and paradox” where IT could offer “diminishing returns”. They also express more indepth of the “knowledge technologies” which plays the form of understanding the knowledge workers. This agreeable which is reflected in section 6.
However, gradually overtime, technology innovation fails to acknowledge human behaviour. Blair and O’Connor (1998) paper describes a historical context origins and challenges to convert this and their approach was highly influenced through the work of Engelbart concept of “co-evolution”.
According to Jennex (2005), mentions organisations rely on the role of technology as “central issue” to substantiate the effectiveness network of knowledge. Rolland et al., (2000) depicted the idea of emerging IT “may provide powerful support” in any form of contact amongst people (cited in Jennex, 2005, p.71).
According to Jennex (2005), mentions organisations rely on the role of technology as “central issue” to substantiate the effectiveness network of knowledge. Rolland et al., (2000) depicted the idea of emerging IT “may provide powerful support” in any form of contact amongst people (cited in Jennex, 2005, p.71).
Midwest Express Airline (MEA) for example won praise from business travellers because of the strategy imposed which has been carefully controlled and sustained the culture of caring employees (Lott, 2006). MEA focused in the "area of ergonomics and issues related to handling" baggage. In instance, leveraging of knowledge was done on "table discussions" and "informational seminar". These are direct contact interaction no form of exposure using IT (OHSA Gov, 2009).
Hansen et al., (1999) study revealed how organisations have a reliance on people "to share know knowledge through traditional means" where they emphasised as the "wrong approach". The study looked into at management consultant firms and mentions how in this sort of industry aggressively explored “use of IT to capture and disseminate knowledge".
Hansen et al., (1999) study revealed how organisations have a reliance on people "to share know knowledge through traditional means" where they emphasised as the "wrong approach". The study looked into at management consultant firms and mentions how in this sort of industry aggressively explored “use of IT to capture and disseminate knowledge".
Other reading materials have reflected a rising concern of issues, for example according to Turban et al., (2006) he provided a list of managerial issues of technology for adaption. However, each one grasps a true understanding, which we in specific draw attention to of "who will build, operate and maintain"? Justifying this, this is what makes the market flustered with people of different knowledge areas towards tailorism, as a result, there is and the role of IT plays imperative ingredient towards influencing the leverage of knowledge.
6. Analysis & Application to VBIn consideration, the role of IT can be used to support an organisation but only if they utilise and understand the full benefits. Referring back to previous Toyota, have a blog which is solely used for sharing knowledge and information but 'space' is only accessible to the employees only (Further information on Toyota blog, visit website http://blogs.sun.com/ ). This is highly beneficial as any employee working for Toyota can review other people's opinion and express their own, therefore the community of practice for Toyota have exploded across the world.
The above illustrates that what may work for organisation may not work for another and sizes. Both Toyota and MEA employees clearly became involved which contributed towards improvement but the comparison of employees for each is significantly different. The concept of IT now is critical towards serving to leverage people thinking process.
In fact, we now believe that by understanding the role of IT better, this will help VB to make surpass decisions for every day activities. The main purpose of using IT can primarily understand and capture those knowledgeable VB staff but mainly to openly achieving the possibility of knowledge reuse if they were to leave VB.
In fact, we now believe that by understanding the role of IT better, this will help VB to make surpass decisions for every day activities. The main purpose of using IT can primarily understand and capture those knowledgeable VB staff but mainly to openly achieving the possibility of knowledge reuse if they were to leave VB.
7. Summary
Organisations will never be able to manage knowledge, only those that understand the full potential will realise, even though the resemblance role of using IT is just assistance and support. They may try to attempt this through various tactics but could they unravel this knowledge management possibly by using KM systems? - This you will discover overleaf.
Organisations will never be able to manage knowledge, only those that understand the full potential will realise, even though the resemblance role of using IT is just assistance and support. They may try to attempt this through various tactics but could they unravel this knowledge management possibly by using KM systems? - This you will discover overleaf.
8. References:-Bair, J. H. & O'Connor, E. (1998). The State Of The Product In Knowledge Management. Journal Of Knowledge Management, Vol.2, No.2, pp. 20 - 27.
-Borghoff, U.M. & Pareschi, R. (1998). Information Technology For Knowledge Management. Springer-Verlag, Berlin
-Casselman, B. & Gonzalez, A. (2009). Oil Industry Tries To Limit Layoffs. The Wall Street Journal. Monday, 9th March, 2009.
-Dervin, B. (1998). Sense-Making Theory And Practice: An Overview Of User Interests In Knowledge Seeking And Use. Journal Of Knowledge Management, Vol. 2, No. 2. Pp. 36 – 46.
-Hamel, G. & Breen, B. (2007). The Future Of Management, Harvard Business School Press, Boston.
-Hansen, M. T., Nohria, N. & Tierney, T. (1999). What's Your Strategy For Managing Knowledge? Havard Business Review, [Online]. Available: http://hbswk.hbs.edu/item/0500.html [2009, 13/03/2009].
-IAEA, (2005). Human Performance Improvement In Organisations: Potential Application For The Nuclear Industry. [Online]. Available: http://www-pub.iaea.org/MTCD/publications/PDF/te_1479_web.pdf [Accessed: 2009, 07/03/2009].
-Jashapara, A. (2004). Knowledge Management: An Integrated Approach, Pearson Education, Harlow.
-Jeavans, C. (2004). Moving the Finnish Line At Work. [Online]. Available: http://news.bbc.co.uk/1/hi/world/europe/4006973.stm [2009, 07/03/2009].
-Jennex, M. (2005). Case Studies In Knowledge Management, Idea Group, US.
-Jones, P. M. (2001). Collaborative Knowledge Management, Social Networks And Organisational Learning. [Online]. Available: http://human-factors.arc.nasa.gov/publications/collab_know_paper.pdf. [2009, 14/03/2009].
-Kroch, V. G., Ichijo, K. & Nonaka, I. (2000). Enabling Knowledge Creation: How To Unlock The Mystery Of Tacit Knowledge And Release The Power Of Innovation. Oxford University Press, New York.
-Little, S., Quintas, P. & Ray, T. (2002). Managing Knowledge: An Essential Reader. Sage Publications, London.
-Lott, S. (2006). Midwest Airlines Deep Into Fleet And Product Strategic Review. [Online]. Available: http://www.aviationweek.co.uk/aw/generic/story_generic.jsp?channel=awst&id=news/aw081406p3.xml&headline=Midwest%20Airlines%20Deep%20Into%20Fleet%20and%20Product%20Strategic%20Review [2009, 01/03/2009].
-Malhotra, Y. (2000). Knowledge Management For E-Business Performance: Advancing Information Strategy To “Internet Time”, [Online]. Available: http://www.brint.org/KMEbusiness.pdf [2009, 21/03/2009].
-McDermott, R. (1999). Why information Technology Inspired But Cannot Delivery knowledge Management. California Management Review, Vol. 41, No. 4, pp.103 - 117.
-Nonaka, I. & Takeuchi, H. (1995). The Knowledge Creating Company, Oxford University Press, New York.
-Offsey, D. (1997). Knowledge Management: Linking People To Knowledge For Bottom Line Results. Journal Of Knowledge Management, Vol. 1, No. 2. pp. 113 – 122.
-OHSA Gov (2009). Airline Industry And The National Safety Council (NISC), International Air Transport Section. [Online]. Available: http://www.osha.gov/dcsp/alliances/nsc_airline/nsc_airline.html [2009, 01/03/2009].
-Probst, G., Raub, S. & Romhardt, K. (2000). Managing Knowledge: Building The Blocks For Success. John Wiley & Sons Ltd, USA.
-Royal Free Hampstead NHS (2009). Pharmacy Tour - Knowledge Work Flow Operation. [2009, 03/03/2009]. Pharmacy Department, Hampstead (London).
-Sensky, T. (2002). Knowledge Management - Advances in Psychiatric Treatment. [Online]. Available: http://apt.rcpsych.org/cgi/content/full/8/5/387 [2009, 01/02/2009].
-Szulanski, G. (2006). Sticky Knowledge: Barriers To Knowing In The Firm, Sage Publications, London.
-Tse. M. (2009). Article1 - Organisation’s attempts to handle Human Knowledge – Will the Role of IT help? [Online]. Available: http://mc-tse.blogspot.com/2009/03/article1-organisations-attempts-to.html [2009, 29/03/2009].
-Turban, E., Cheung, C. Tse, D. & Lew. M. (2006). Information Technology For Management : Transforming Organizations In The Digital Economy, 5th edition, John Wiley & Sons, Hoboken
-Wigg, K. (2004). People Focused Knowledge Management, Butterworth Heinemann, Oxford.
-Borghoff, U.M. & Pareschi, R. (1998). Information Technology For Knowledge Management. Springer-Verlag, Berlin
-Casselman, B. & Gonzalez, A. (2009). Oil Industry Tries To Limit Layoffs. The Wall Street Journal. Monday, 9th March, 2009.
-Dervin, B. (1998). Sense-Making Theory And Practice: An Overview Of User Interests In Knowledge Seeking And Use. Journal Of Knowledge Management, Vol. 2, No. 2. Pp. 36 – 46.
-Hamel, G. & Breen, B. (2007). The Future Of Management, Harvard Business School Press, Boston.
-Hansen, M. T., Nohria, N. & Tierney, T. (1999). What's Your Strategy For Managing Knowledge? Havard Business Review, [Online]. Available: http://hbswk.hbs.edu/item/0500.html [2009, 13/03/2009].
-IAEA, (2005). Human Performance Improvement In Organisations: Potential Application For The Nuclear Industry. [Online]. Available: http://www-pub.iaea.org/MTCD/publications/PDF/te_1479_web.pdf [Accessed: 2009, 07/03/2009].
-Jashapara, A. (2004). Knowledge Management: An Integrated Approach, Pearson Education, Harlow.
-Jeavans, C. (2004). Moving the Finnish Line At Work. [Online]. Available: http://news.bbc.co.uk/1/hi/world/europe/4006973.stm [2009, 07/03/2009].
-Jennex, M. (2005). Case Studies In Knowledge Management, Idea Group, US.
-Jones, P. M. (2001). Collaborative Knowledge Management, Social Networks And Organisational Learning. [Online]. Available: http://human-factors.arc.nasa.gov/publications/collab_know_paper.pdf. [2009, 14/03/2009].
-Kroch, V. G., Ichijo, K. & Nonaka, I. (2000). Enabling Knowledge Creation: How To Unlock The Mystery Of Tacit Knowledge And Release The Power Of Innovation. Oxford University Press, New York.
-Little, S., Quintas, P. & Ray, T. (2002). Managing Knowledge: An Essential Reader. Sage Publications, London.
-Lott, S. (2006). Midwest Airlines Deep Into Fleet And Product Strategic Review. [Online]. Available: http://www.aviationweek.co.uk/aw/generic/story_generic.jsp?channel=awst&id=news/aw081406p3.xml&headline=Midwest%20Airlines%20Deep%20Into%20Fleet%20and%20Product%20Strategic%20Review [2009, 01/03/2009].
-Malhotra, Y. (2000). Knowledge Management For E-Business Performance: Advancing Information Strategy To “Internet Time”, [Online]. Available: http://www.brint.org/KMEbusiness.pdf [2009, 21/03/2009].
-McDermott, R. (1999). Why information Technology Inspired But Cannot Delivery knowledge Management. California Management Review, Vol. 41, No. 4, pp.103 - 117.
-Nonaka, I. & Takeuchi, H. (1995). The Knowledge Creating Company, Oxford University Press, New York.
-Offsey, D. (1997). Knowledge Management: Linking People To Knowledge For Bottom Line Results. Journal Of Knowledge Management, Vol. 1, No. 2. pp. 113 – 122.
-OHSA Gov (2009). Airline Industry And The National Safety Council (NISC), International Air Transport Section. [Online]. Available: http://www.osha.gov/dcsp/alliances/nsc_airline/nsc_airline.html [2009, 01/03/2009].
-Probst, G., Raub, S. & Romhardt, K. (2000). Managing Knowledge: Building The Blocks For Success. John Wiley & Sons Ltd, USA.
-Royal Free Hampstead NHS (2009). Pharmacy Tour - Knowledge Work Flow Operation. [2009, 03/03/2009]. Pharmacy Department, Hampstead (London).
-Sensky, T. (2002). Knowledge Management - Advances in Psychiatric Treatment. [Online]. Available: http://apt.rcpsych.org/cgi/content/full/8/5/387 [2009, 01/02/2009].
-Szulanski, G. (2006). Sticky Knowledge: Barriers To Knowing In The Firm, Sage Publications, London.
-Tse. M. (2009). Article1 - Organisation’s attempts to handle Human Knowledge – Will the Role of IT help? [Online]. Available: http://mc-tse.blogspot.com/2009/03/article1-organisations-attempts-to.html [2009, 29/03/2009].
-Turban, E., Cheung, C. Tse, D. & Lew. M. (2006). Information Technology For Management : Transforming Organizations In The Digital Economy, 5th edition, John Wiley & Sons, Hoboken
-Wigg, K. (2004). People Focused Knowledge Management, Butterworth Heinemann, Oxford.
Further reading:
-Griffiths, K. (2008). Barclays Poaches ABN Team From Rival RBS. [Online]. Available: http://www.telegraph.co.uk/finance/markets/2789955/Barclays-poaches-ABN-team-from-rival-RBS.html [2009, 07/02/2009].
-Li, Q., Lau, R. W. H., Shih, T. K. & Li, F. W. B. (2008). Technology Supports For Distributed And Collaborative Learning Over The Internet. [Online]. Available: http://doi.acm.org/10.1145/1323651.1323656 [2009, 23/03/2009].
-Griffiths, K. (2008). Barclays Poaches ABN Team From Rival RBS. [Online]. Available: http://www.telegraph.co.uk/finance/markets/2789955/Barclays-poaches-ABN-team-from-rival-RBS.html [2009, 07/02/2009].
-Li, Q., Lau, R. W. H., Shih, T. K. & Li, F. W. B. (2008). Technology Supports For Distributed And Collaborative Learning Over The Internet. [Online]. Available: http://doi.acm.org/10.1145/1323651.1323656 [2009, 23/03/2009].
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