Knowledge Management. Lecture Overview Knowledge Mgt Process Issues in K Creation Strategic fit Knowledge Access Structural barriers Customer interactions.

Slides:

Advertisements

Similar presentations

Business Process Concepts Enterprise Processes Inputs Activities Outputs Typical Operational or Project PerspectiveFor ICT teams, outputs translate to:

Advertisements

© Copyright Custell Pty Ltd The Relationship Lifeblood: Leverage the Relationship Improve Intimacy Create Value Reduce cost Partnering for.

© José M. Viedma Marti, i C The 5th World Congress on Intellectual Capital Josep M. Viedma Professor of Business Administration at the Polytechnic.

© 2007 by Prentice Hall1-1 Chapter 1 Meeting Present and Emerging Strategic Human Resource Challenges.

Where are we in 5181 Learning Journey? Strategy Formation Mgt Tools Environment Scanning Scenario Planning Game Theory Conceptual Mapping Country Assessment.

ONE1 Knowledge and the Organisation. ONE 2 §Traditional value is based on net assets of the company §New philosophy is that value of firm reflects value.

Strategic Management/ Business Policy

Human capital management

OHT 8.1 Wall and Rees: International Business, 2nd edition © Pearson Education Limited 2004 International strategic issues.

Operations and Supply Chain Strategy

BUS516 Integrative Business Strategies What is Strategy? Dr. Ellen A. Drost.

Concept of Strategy.

Frameworks & Processes IACT 302 Corporate Network Planning.

Business Policy & Corporate Strategy PGDSM Sapan Shrimal 1PGDSM

CISB444 - Strategic Information Systems Planning

COMPETING WITH INFORMATION TECHNOLOGY

STRATEGIC CAPABILITY By: Vedika Saraf Swagata Giri Yukti Agarwal Vikram Pesswani Vivek Sood Srishti Seth Sumalya.

Tut 5 – Strategy Planning Framework: Corporate & Business Strategies Strategy Formation Mgt Tools Environment Scanning Scenario Planning Game Theory Conceptual.

The Borregaard Way Corporate Culture and Core Values June 2014.

CE 726 STRATEGIC CAPABILITY. ASSESSMENT OF STRATEGIC CAPABILITY.

IT Strategy What - Definition Why – Reasons Why – Reasons What – Structures & Components What – Types Who – industries & organisations Lecture Highlights.

Strategy Concepts Strategic Value Adding Strategic Architecture Design

Slide 1. 1 Exploring Corporate Strategy, Seventh Edition, © Pearson Education Ltd 2005 Exploring Corporate Strategy 7 th Edition Part I Introduction.

Knut Haanæs1 Session 4: Internal analysis of resources and competencies Knut Haanæs Associate Professor Norwegian School of Management - BI.

Technology Assessment ISAT 655 Fall 2005 Day 1. Overview Introduction What we are doing here How we will do it - syllabus Definitions Organizations and.

Chapter 1: Introduction

Strategy Formation & International Environment Assessing Country Attractiveness.

Ch13-1 Chapter 13 Corporate Entrepreneurship and Innovation Corporate Entrepreneurship and Innovation Michael A. Hitt R. Duane Ireland Robert E. Hoskisson.

1 Mastery Experience Vicarious Experience Social Experience Entrepreneurial Competence Source: Erikson (2003) Determinants of Entrepreneurial Competence.

Thomas G. Cummings Christopher G. Worley

Research topics International Human Resource Management Advisor: Marina O. Latuha Organizational and HRM department GSOM.

Innovation and unregulated legal services International Conference of Legal Regulators, Toronto 28 July 2015 Steve Brooker Head of Research and Development.

Process Innovation. Capability/Talent/Ability = Knowledge & Skills Innovate new / improved process flows Innovate new / improved process flows Recall.

Strategy Prof Karen Hanen Mgt 360.

ทุนทางปัญญา Intellectual Capital KM 743 ผศ. ดร. ปิติพงษ์ ยอดมงคล วิทยาลัยศิลปะ สื่อ และเทคโนโลยี มหาวิทยาลัยเชียงใหม่ College of Arts Media and Technology,

Chapter2 COMPETING WITH INFORMATION TECHNOLOGY. Goal: Introduces fundamental concepts of competitive advantage through information technology and illustrates.

By Ali Alkhuraiji, PhD student Supervisors Prof Shaofeng Liu, Dr Fenio Annansingh, Plymouth University. Knowledge Network Modelling (KNM)to Support Decision.

Competing with Information Technology. Objectives  Identify basic competitive strategies and explain how IT may be used to gain competitive advantage.

Business Strategy Lecture 3 Resources and Competitive Advantage John Birchall.

Consortia and Knowledge Management. The functional context and an organizational model Anthi Katsirikou The Library of the Technical University of Crete.

14 Summary Management of Operations

CHAPTER 9 Cooperative Strategy

4 Recognizing a Firm’s Intellectual Assets: Moving beyond a Firm’s Tangible Resources McGraw-Hill/Irwin Strategic Management: Text and Cases, 4e Copyright.

Marketing & Innovation

Empowernomics™ Business Transformation with Outstanding Economic Impact Building Intelligent, Inspired, Empower Organizastions e-Ecosystems, INC

Lecture 10 Organising for success (Strategy in Action)

Chapter 9 Cooperative Strategy Student Version

Strategic Marketing, 3rd edition

Cooperative Strategy Cooperative Strategy

CHAPTER 9 Cooperative Strategy

Creating Business Advantage with IT

Knowledge: What can you learn from Steve Jobs

Strategic Management/ Business Policy

فرهنگ سازمانی.

Competing with IT “Using IT as a Strategic Resource and obtaining a competitive advantage.

Strategic Management/ Business Policy

Chapter 14: Creating High-Performing HR Systems

BUSINESS PARTNER CONSULTANTS LIMITED - BACKGROUND

Chapter 2 Analysing business strategy: creating value

ניהול נכס אינטלקטואלי למידה ארגונית שיתוף בידע טיפוח הביצוע

Purpose Emerging from Knowledge, Technology and Innovation

Business Strategy Prof J. Ignacio Canales.

Managing Quality, Innovation and Knowledge

Strategic Management/ Business Policy

KNOWLEDGE MANAGEMENT (KM) Session # 9

KNOWLEDGE MANAGEMENT (KM) Session # 28

KNOWLEDGE MANAGEMENT (KM) Session # 26

Strategic Leadership & Organisational culture

Strategic Management/ Business Policy

Walther ploos van amstel MAY 2018

Presentation transcript:

Knowledge Management

Lecture Overview Knowledge Mgt Process Issues in K Creation Strategic fit Knowledge Access Structural barriers Customer interactions KM Problems Info Process People Organisation aka work management structures that suit KM: Hypertext org structures Networked org structures Flat structures

Lecture Overview Structures following Strategy The choice of org forms will be influence the KM’s underlrying business goals 1.Customer requirement specification comes from: 3 types of customers 2.Customer requirement gathering & analysis techniques. Product Lifecycle concepts Leadership system drivers Value Management Giving value add to customers through product & service experiences

Reading Overview 1 Tacit to Tacit (Socialisation) 4 Explicit to Explicit (Combination) Digitalised Knowledge Knowledge creation starts with People 2 Tacit to Explicit (Externalisation) 3 Explicit to Tacit (Internalisation) Modes of Knowledge Creation

Reading Overview Accessing/Mobilising Knowledge is explained by Spiral of Organisation Knowledge Creation

Reading Overview 1 Tacit to Tacit (Socialisation) 4 Explicit to Explicit (Combination) Digitalised Knowledge 2 Tacit to Explicit (Externalisation) 3 Explicit to Tacit (Internalisation) Organisational Learning Theories Learning starts here ICT Theories

Reading Overview Many Knowledge Creation Process Models Important to assess: The Quality The org & social Value Of these process models The  transformation of tacit & explicit K translates to creating organisation talents  materialises in product/service innovation work & market delivery Eg the creation of core competencies which give firms massively spreading, unique, value adding and sustainable competitive advantage

Lecture + Reading Integration Goes Deeper Knowledge Creation Concepts & Process Mgt

“Integration” Reading Cross Locations Cross Business Units Cross Organisations Cross Cultures/Languages Cross Timezones Integration can represents the processes, methods & techniques that coordinates & bring together Locations & time-zones BUs & Organisations Cultures & Languages Methods & Techniques Toolkits Processes Explicit Knowledge  Knowledge Creation Outcomes